all you need to know* *more or less tom peters/21june2006

All You Need to Know*

*more or less

Tom Peters/21June2006


*more or less

Slides at …

tompeters.com

Astounding Tales

THREE BILLION NEW CAPITALISTS

—Clyde Prestowitz

“The corporation as we know it, which is now 120

years old, is not likely to survive

the next 25 years. Legally and financially, yes, but not

structurally and economically.” —Peter Drucker

“This is a dangerous world and it is going to become more

dangerous.”

“We may not be interested in chaos

but chaos is interested in us.”

Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

“the metabolically

dominant soldier”

Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau

Chicagoland’s

Mystery Disappearances …

“New Economy”!

Sergey + Larry >

Harvard/370


*more or less

“Create a ‘cause,’ not a ‘business.’’

—Gary Hamel

“People want to be part of something larger

than themselves. They want to be part of

something they’re really proud of, that they’ll

fight for, sacrifice for , trust.” —Howard Schultz, Starbucks (IBD/09.05)

“Management has a lot to do with answers. Leadership is a function of

questions. And the first question

for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to

be?’” —Max De Pree, Herman Miller

“I don’t know.”

Source: Karl Weick

“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”“The best thing a leader can do

for a Great Group is to allow its members to discover their

greatness.”

Source: Organizing Genius/Warren Bennis & Patricia Ward Biederman

Leadership’s Mt Everest

“free to do his or her absolute

best” …

“allow its members to

discover their greatness.”

“The role of the Director is to create a

space where the actor or actress can become more than they’ve ever been before, more than

they’ve dreamed of being.” —Robert Altman, Oscar

acceptance

“In the end, management doesn’t

change culture. Management

invites

the workforce itself to change the culture.”

—Lou Gerstner

“We are a ‘life

Success Company”’

—Dave Linegar, founder, RE/MAX

Best Story

“Storytelling

is the core of culture.”

—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

Artist

Leader Job One

Paint Portraits of

Excellence!

People

“Leaders

‘do’ people.” —Anon.

Les Wexner:

From sweaters to

people!

“Connoisseur of Talent”

Source: Colleague on PARC’s Bob Taylor

Did We Say “Talent Matters”?

“The top software developers are more productive than

average software developers not by a factor of 10X or 100X,

or even 1,000X,

but

10,000X.”

—Nathan Myhrvold, former Chief Scientist, Microsoft

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-

Pacific changed 20 of his 40 box plant managers to put more talented, higher paid

managers in charge. He

increased profitability from $25 million to $80

million in 2 years.” —Ed Michaels, War for Talent

Brand = Talent.

Our Mission

To develop and manage talent;

to apply that talent,throughout the world,

for the benefit of clients;to do so in partnership;

to do so with profit.WPP

People II

Employees: “Are there enough weird people in the lab

these days?”V. Chmn., pharmaceutical house, to a lab director

People III

A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:

First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.

Second: Putting HR on a par with finance and marketing.

DD$21M

Decency

“It was much later that I realized Dad’s secret. He

gained respect by giving it. He talked and listened to the

fourth-grade kids in Spring Valley who shined shoes the

same way he talked and listened to a bishop or a

college president. He was seriously interested in who

you were and what you had to say.”

—Sara Lawrence-Lightfoot, Respect

Amen!

“What creates trust, in the end,

is the leader’s manifest respect

for the followers.”

— Jim O’Toole, Leading Change

“I have always believed that the

purpose of the corporation is to be

a blessing to the employees.” —Boyd Clarke

Rodale’s on “Grace” …

elegance … charm … loveliness … poetry in motion … kindliness ..

benevolence … benefaction …

compassion … beauty

“Thank you”

“The deepest human need is the need to

be appreciated.”—William James

“The two most powerful things in existence: a kind

word and a thoughtful gesture.”

—Ken Langone

Say it with …

FLOWERS

Intangibles

“Hard is soft. Soft is

hard.”*

*In Search of Excellence

Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life,

Engagement, Commitment, Great Causes & Determination to Make a

Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother?

Just read Dilbert. TP’s final words: CYNICISM STINKS.]

Intangibles II*(*Bonus)

Stating the Obvious: THE PROBLEM IS RARELY THE

PROBLEM.

OFTEN AS NOT/MORE OFTEN

THAN NOT THE UNDERLYING

PROBLEM IS IN FACT NOT MUCH OF

A PROBLEM.

PERCEPTION IS ALL THERE

IS. PERIOD.*

*From Whole Foods to IBM to the corner deli

POWER WORDS!

“I’m sorry.”

Relationships (of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE

CALL WOULD HAVE AVOIDED SETTING OFF

THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

Self-management

“The First step in a ‘dramatic’ ‘organizational

change program’ is obvious—dramatic

personal change!” —RG

You = Your

Calendar

“You must be the change you

wish to see in the world.”

Gandhi

“You can’t lead a cavalry charge if

you think you look funny on a horse.”

—John Peers, President, Logical Machine Corporation

“The first and greatest imperative of command

is to be present in person. Those who

impose risk must be seen to share it.”

—John Keegan, The Mask of Command

“A body can pretend to

care, but they can’t pretend

to be there.” — Texas

Bix Bender

“To change minds effectively, leaders make particular use

of two tools: the stories that they tell

and the lives that they

lead.” —Howard Gardner, Changing Minds

Curiosity

“Why?”

“If you don’t listen, you don’t sell

anything.”

—Carolyn Marland/MD/Guardian Group

Conformity

“While everything may

be better, it is also

increasingly the same.”—Paul Goldberger on retail, “The Sameness

of Things,” The New York Times

“Companies have defined so much

‘best practice’ that they are now more or less identical.” —

Jesper Kunde, Unique Now ... or Never

“To grow, companies need to break out of a

vicious cycle of competitive

benchmarking and imitation.” —W. Chan Kim & René Mauborgne,

“Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03

“The short road to ruin is to emulate the

methods of your adversary.” — Winston

Churchill

Conformity II

“The Bottleneck is at the Top of the Bottle”“Where are you likely to find people with the least diversity of

experience, the largest investment in the past, and the greatest reverence for industry dogma?

At the top!”

— Gary Hamel/“Strategy or Revolution”/Harvard Business Review

Action

“Ninety percent of what we call

‘management’ consists of making it difficult for people to get things done.” – Peter

Drucker

“We have a ‘strategic’ plan. It’s

called doing things.”

— Herb Kelleher

“Execution is the job of

the business leader.” —Larry Bossidy & Ram

Charan/ Execution: The Discipline of Getting Things Done

Action/Bedrock

“Realism is the heart of execution.”

—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

“GE has set a standard of candor.

… There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO

Amgen, on the “GE mystique” (Fortune)

Try ItTry ItTry It

“This is so simple it sounds stupid, but it is amazing how few oil people really

understand that you only find oil if you drill wells. You may

think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter (80%)

“We made mistakes. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it

over and over, again and again. We do the same today: While our competitors are still

sucking their thumbs trying to make the design perfect, we’re already on prototype

version No. 5. By the time our rivals are ready with wires and screws, we are on

version No. 10. It gets back to planning versus acting: We

act from day one; others plan how to plan—for months.”

—Bloomberg by Bloomberg

Culture of Prototyping

“Effective prototyping may

be the most valuable core competence an

innovative organization can hope to have.”

Michael Schrage

Try It/Logic of

“We are in a brawl with no rules.” —Paul

Allaire

S.A.V.

Screw Around Vigorously

Screw It Up

“Fail faster. Succeed sooner.”

David Kelley/IDEO

“Fail. Forward.

Fast.”

–High-tech Exec/PA

“FAIL, FAIL AGAIN. FAIL BETTER.”

—Samuel Beckett

“Reward excellent failures.

Punish mediocre

successes.”Phil Daniels, Sydney exec

Read This!

Richard Farson & Ralph Keyes:

Whoever Makes the Most Mistakes Wins: The Paradox

of Innovation

Sam’s Secret

#1!

“Tom, very simple. Sam was

not afraid to fail.” —David Glass to TP, on the occasion of

Sam’s induction into The Sales & Marketing Hall of Fame

De-cent-ral-iz-a-tion!

Ex-e-cu-

tion!

Ac-count-a-bil-ity!

6:15A.M.

Dramatic Difference

Point of View!/Point of Dramatic Difference!

7X. 730A-800P. F12A.*

*’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

“It’s simple, really, Tom. Hire for s,

and, above all, promote for s.”

—Starbucks middle manager/field

“[Immelt] is now identifying technologies with which GE

will … systematically set out to build

entirely new industries” —Strategy+Business, Fall

2005

The “Small Guys” Guide: Wallop Wal*Mart16

*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)

*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)

*“Dramatically Different” (La Difference ... within our community, our

industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

Donnelly’s Weatherstrip

Service

Weymouth MA

Great Companies … SET THE

AGENDA.*

(Period.)

* “disturb the sleep of …

AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers

US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited …

Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia …

Cisco … Dell … MCI … Sun … Microsoft … Google … Enron …

Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin

… eBay … Amazon … Sony … Amgen … BMW … CNN … Nike

“But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The

Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it

will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a

short space of time, rather than to live forever.” —Kjell Nordström and Jonas Ridderstråle, Funky Business

Create

“A focus on cost-cutting and efficiency has helped many organizations weather the

downturn, but this approach will

ultimately render them obsolete. Only the constant

pursuit of innovation can ensure long-term success.”

—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

“Acquisitions are about buying market

share. Our challenge is to create markets.

There is a big difference.” —Peter Job, CEO, Reuters

Revenue

“Analysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze

over. Now revenue is ‘in’ because so many got caught, and

earnings went to hell. They said, ‘Oh my gosh, you need revenues to

grow earnings over time.’

Well, Duh!” —Dick Kovacevich, Wells

Fargo

CRO*

*Chief Revenue Officer

Top Line, Anyone?

Point (Advertising Age), to Phil Kotler: “Who should the CMO [Chief Marketing Officer] report to?”

Kotler: “Maybe a Chief Revenue Officer—the cost side has been squeezed, now companies have to focus

on top-line growth—or maybe a Chief Customer Officer. (TP: Or maybe both!)

SellSellSell

. “Everyone lives by selling

something.”

– Robert Louis Stevenson

SellSellSell

“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the

details? Who finds it easier to meet new people? Who asks more questions in a

conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who

has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is better at keeping in touch

with others?”

Source: Selling Is a Woman’s Game: 15 POWERFUL REASONS WHY WOMEN CAN OUTSELL MEN, Nicki Joy & Susan Kane-Benson

Bonus:

TP.27 … on Selling

(Short) (Personal)

Out-prepare!! (huge time commitment!)Learn the “culture”Practice!Care-EmpathyListen-Empathetic listening (SC)“Listen”-Body languageK.I.S.S. (1-page summary. 1 = 1.)Enthusiasm-ENERGY-“Authenticity”!!OBVIOUS belief in productSelling: Solution-Success-Experience-Dream come true-Love-Dramatic DifferenceSelling: Better STORY! (“Best story wins”)Selling: Yourself! (Brand you)“Obvious” Wow!No exaggeration!Spell out commitments!SIMPLE timelineSell “inside”-First! Thorough!Relationships-“Way down”!!Time!!!! (Eg, build trust)Ooze integrityIntroduce to rest of team, esp “mechanics”SBWA (5K for 5M)Remember: Close!Gotta-make-a-profit (be ready to walk away!)“Good loss”Don’t dis competitors!!Make her-him-target SUCCESSFUL (in a personal way)

“It’s always showtime.”

—David D’Alessandro, Career Warfare

Women BuyWomen Lead

“Women are the

majority market”

—Fara Warner/The Power of the Purse

1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.

6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.

10. Women’s Market =

Opportunity No. 1.

The Perfect Answer

Jill and Jack buy slacks in black…

“AS LEADERS, WOMEN

RULE: New Studies find that

female managers outshine their male counterparts in almost every measure”

Title, Special Report/BusinessWeek

“To be a leader in consumer

products, it’s critical to have

leaders who represent the population we

serve.” —Steve Reinemund/PepsiCo

????????

6/44

“Forget China, India and the

Internet: Economic Growth Is Driven

by Women.” —Headline, Economist,

April 15, 2006, Leader, page 14

Boomers Buy

Geezers Buy

2000-2010 Stats

18-44: -1%

55+: +21%(55-64: +47% )

44-65: “New Customer Majority” *

*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder

Value-added

And the “M” Stands for … ?

Gerstner’s IBM: “Systems Integrator of choice.”/BW

(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )

IBM Global Services* (*Integrated Systems

Services Corp.): $55B

And …

MasterCard Advisors

Value-added II

“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of

irrelevance—disintermediation is just another way

of saying that … you’ve become

irrelevant to your customers.”

—John Battelle/Point/Advertising Age/07.05

Answer: Professional Service Firm/PSF!

Department Head

to …

Managing

Partner, IS [HR, R&D, etc.] Inc.

“Game-changing Solutions”: Core Mechanism

PSF (Professional Service Firm “model”)

+

Wow Projects (“Different” vs “Better”)

+

Brand You(“Distinct” or “Extinct”)

Answer:

PSF

Experience

Experience: “Rebel Lifestyle!”

“What we sell is the ability for a 43-year-old accountant to dress in

black leather, ride through small towns and have people be afraid

of him.” —Harley exec, quoted in Results-Based Leadership

$415/SqFt$798/SqFt

Q: “Why did you buy Jordan’s Furniture?”

A: “Jordan’s is

spectacular. It’s all showmanship.

Source: Warren Buffet interview/Boston Sunday Globe

CXO**Chief eXperience Officer

Kevin Roberts:

Lovemarks!

Top 10 “Tattoo Brands”*

Harley .… 18.9%Disney .... 14.8

Coke …. 7.7Google .... 6.6Pepsi .... 6.1Rolex …. 5.6Nike …. 4.6

Adidas …. 3.1Absolut …. 2.6

Nintendo …. 1.5

*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

“We don’t have a good language to talk about this kind of thing. In

most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning

of design. Design is the fundamental soul of a man-made creation.”

Steve Jobs

“Dennis, you need a ‘To-don’t ’

List !”

“I used to have a rule for myself that at any point in time I

wanted to have in mind — as it so happens, also in writing, on a little card I carried around with me — the three big things I was

trying to get done.

Three. Not two.

Not four. Not five. Not ten. Three.”

— Richard Haass, The Power to Persuade

“We will not, I repeat not,

pretend to be ‘all things to all people.’” —CEO, Investec (03.06)

K.I.S.S.

Danger: S.I.O.

(Strategic Initiative Overload)

“I wanted GE to operate with the speed,

informality, and open communication of a corner store. Corner stores often have strategy right. With their limited resources,

they have to rely on laser-like focus on doing one

thing very well.” —Jack

Welch/Fortune/04.05

Relentless

“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines

Grant’s fearless horsemanship and his determination, but also it is the first known example of a very

important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his

steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his

way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on—turning back was not an

option for him.” —Michael Korda, Ulysses Grant

“It is no use saying ‘We are doing our best.’ You have got to succeed in doing

what is necessary.” —WSC

Change

“If you don’t like change, you’re going to like

irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S.

Army

“We eat change for breakfast!

—Harry Quadracci, QuadGraphics

“I’m not comfortable

unless I’m uncomfortable.

”—Jay Chiat

“The most successful people are those who are good at

‘plan B.’” —James Yorke,

mathematician, on chaos theory in The New Scientist

Change II

We become who we hang

out with!

Measure “Strangeness”/Portfolio Quality

StaffConsultants

VendorsOut-sourcing Partners (#, Quality)

Innovation Alliance PartnersCustomers

Competitors (who we “benchmark” against)

Strategic Initiatives Product Portfolio (LineEx v. Leap)

IS/IT ProjectsHQ LocationLunch Mates

LanguageBoard

“Don’t benchmark, futuremark!

” Impetus: “The future is already here; it’s just

not evenly distributed” —William Gibson

Forget

Forget>“Learn”

“The problem is never how to get new,

innovative thoughts into your mind, but how to get the old ones out.”

Dee Hock

“Forgetting strategy”?

BigChange

No Wiggle Room!

“Incrementalism

is innovation’s worst enemy.”

Nicholas Negroponte

“Beware of the tyranny of making Small

Changes to Small Things.

Rather, make Big Changes to

Big Things.” —Roger

Enrico, former Chairman, PepsiCo

Five MYTHS About Changing Behavior

*Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free

*Small, gradual changes are always easier to make and sustain*We can’t change because our brains become “hardwired” early in life

Source: Fast Company/05.2005

BigBiggerBiggest??????

“I don’t believe in

economies of scale. You don’t get better by being bigger. You get worse.” —

Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;

J.P. Morgan Chase, 0.9%)

“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were

alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the

market by 20%; just 2 (2%), GE &

Kodak, outperformed the market 1917 to 1987.

S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from

1957 to 1997.

Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The

answer seems obvious: Buy a very large one and just wait.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

New Economy?!

Genentech09, Amgen09

> Merck09 (70K-3/394B-5)

Agressive

Nelson’s secret: “[Other] admirals more frightened of losing than

anxious to win”

“We don’t sell

insurance anymore.

We sell speed.”

Peter Lewis, Progressive

He who has the quickest

O.O.D.A. Loops* wins!

*Observe. Orient. Decide. Act. / Col. John Boyd

Kevin & Richard

Kevin Roberts’ Credo

1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.

10. Avoid moderation!

Sir Richard’s Rules:

Follow your passions.Keep it simple.

Get the best people to help you.Re-create yourself.

Play.

Passion & Enthusiasm

“Nothing is so contagious

as enthusiasm.”

—Samuel Taylor Coleridge

“I am a dispenser of

enthusiasm.” —Ben Zander

Enthusiasm … the

ultimate virus

“A man without a smiling face

must not open a shop.” —Chinese Proverb*

*Courtesy Tom Morris, The Art of Achievement

Passion & Enthusiasm II

“Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their

tears, your own must flow. To convince them,

you must yourself believe.” —Winston Churchill

Hustle

“Most important,

he upped the energy level

at Motorola.”

—Fortune on Ed Zander/08.05

“A leader is a dealer in

hope.”Napoleon

Sunny II

“Ronald Reagan radiated an

almost transcendent

happiness.” —Lou Cannon

Aim High

The greatest dangerfor most of us

is not that our aim istoo high

and we miss it,but that it is

too lowand we reach it.

Michelangelo

“the wildest chimera of a moonstruck mind” —The Federalist on TJ’s

Louisiana Purchase

“Tell me, what is it you plan to

do with your one wild and

precious life?” —Mary Oliver

No Limits

“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.”

— Jack Welch

“You do not merely want to

be the best of the best. You want to be considered the

only ones who do what

you do.” —Jerry Garcia

Stay Hungry. Stay Foolish.

Steve Jobs

HTSH: Engage!*

Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never,

ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one

hundred percent of themselves to their dreams! Not by those timid souls who

remain glued to the sidelines, stifled by tradition, and fearful of losing face or

giving offense to the reigning authorities.

Key words: Commit! Engage! Try! Fail! Persist!

*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu Foundation travelling exhibit

all you need to know* *more or less tom peters/21june2006

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