Tom Peters’Tom Peters’
EXCELLENCEEXCELLENCE. ALWAYS.. ALWAYS.Cims./Affinion/D’Angleterre/Cims./Affinion/D’Angleterre/
Copenhagen/05.10.2006Copenhagen/05.10.2006
Carl Sewell/1983Carl Sewell/1983
Lifetime Value.Lifetime Value.No Cars in the Showroom.No Cars in the Showroom.
Putting the Mechanics First.Putting the Mechanics First.
Carl Sewell. Stew Leonard. Hal Rosenbluth. Carl Sewell. Stew Leonard. Hal Rosenbluth. Disney U. Buck Rodgers. (UNB&T. Disney U. Buck Rodgers. (UNB&T. Commerce Commerce Bank.Bank. Starbucks. Whole Foods. Wegmans.) Starbucks. Whole Foods. Wegmans.)
“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 Buy a very large one very large one and just waitand just wait.”.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
BACKDROP. BACKDROP. PITIFUL PITIFUL PERFORMANCE. BASICS./PERFORMANCE. BASICS./K.I.S.S.K.I.S.S.
VALUE-ADDED “VALUE-ADDED “LADDERLADDER.”.”WOMENWOMEN. BOOMERS.. BOOMERS.
INNOVATION. INNOVATION. TRYTRY ITIT. . LIFE LESSONS. LIFE LESSONS. 4/404/40..
LEADERSHIP. LEADERSHIP. PASSIONPASSION..LEADERSHIP. LEADERSHIP. IMMODESTIMMODEST
ASPIRATIONSASPIRATIONS..LEADERSHIP. LEADERSHIP. DRILLDRILL..
YOU DON’T GET YOU DON’T GET BETTER BY BETTER BY
BEING BIGGER. YOU BEING BIGGER. YOU GET WORSE.GET WORSE.
“Forbes100” from 1917 to 1987: 3939 members members
of the Class of ’17 were alive in ’87; 18 in ’87 of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly F100; 18 F100 “survivors” significantly
underunderpperformederformed the market; the market;
just just 22 (2%), (2%), GEGE & & KodakKodak, ,
outoutpperformederformed the market from the market from 1917 to 1987. 1917 to 1987.
S&P 500 from 1957 to 1997: 7474 members of the Class of ’57 were alive
in ’97; 1212 (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
S&P Stability Ratings*
1985 2006
Low Risk 41% Low Risk 41% 13%13% Average Risk 24% 14%
High RiskHigh Risk 35% 35% 73%73%
*Likelihood of stable long-term earnings growth
Source: Fortune (2 October 2006)
YOU DON’T GET YOU DON’T GET BETTER BY BETTER BY
BEING BIGGER. YOU BEING BIGGER. YOU GET WORSE.GET WORSE.
“I don’t believe in
economies of scale. You You don’t get better don’t get better by being bigger. by being bigger. You get worseYou get worse.”.” —
Dick Kovacevich/Wells Fargo
“When asked to name just one big merger that had lived up to
expectations, Leon Cooperman, former cochairman of Goldman Sachs’
Investment Policy Committee,
answered: ‘‘I’m sure there I’m sure there are success stories out are success stories out
there, but at this there, but at this moment I draw a blankmoment I draw a blank.’.’
”” —Mark Sirower, The Synergy Trap
“Acquisitions are about buying market share.
Our challenOur challengge e is to create is to create
marketsmarkets.. There is a big difference.”
—Peter Job, CEO, Reuters
“It is generally much easier to kill an
organization than change it substantially.”
—Kevin Kelly, Out of Control
“FordFord, GMGM
and ChrChryyslersler do not just make cars
expensively … they make
badbad cars expensively.”
—Investec analyst, International Herald, 0805.06
PPeople.eople.PProduct.roduct.CClients.lients.
EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.
Sir Richard’s RulesSir Richard’s Rules::
Follow your passions.Follow your passions.Keep it simple.Keep it simple.
Get the best people to help you.Get the best people to help you.Re-create yourself.Re-create yourself.
Play.Play.
Source: Fortune on Branson
PPeople.eople.PProduct.roduct.CClients.lients.
EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.
RResilience.esilience.
““It is It is notnot the the strongest of the strongest of the
species that survives, species that survives, nornor the most the most
intelligent, but intelligent, but the the one most responsive one most responsive to changeto change.”.” —Charles Darwin
PPeople.eople.PProduct.roduct.CClients.lients.
EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.Resilience.Resilience.
RRelentlessnesselentlessness..
“One of my superstitions had always been when I started to
go anywhere or to do
anything, not to turn not to turn backback, or stop, until the
thing intended was accomplished.” —Grant
PPeople.eople.PProduct.roduct.CClients.lients.
EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.RResilience.esilience.
RRelentlessness.elentlessness.
SSenility.enility.
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
PPeople.eople.PProduct.roduct.CClients.lients.
EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.RResilience.esilience.
RRelentlessness. elentlessness. SSenility. enility.
Excellence1982: The Bedrock “Eight Basics”
1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, Value-Driven, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight8. Simultaneous Loose-Tight Properties” Properties”
ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,000$85,000 EI: $10,000 yields $140,050$140,050
*Forbes/Excellence Index /Basket of 32 publicly traded stocks
““Analysts … preferred cost cuttingAnalysts … 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, They said, ‘Oh my gosh, you ‘Oh my gosh, you need revenues to need revenues to
grow earnings over grow earnings over time.’ time.’
Well, Duh!Well, Duh!”” —Dick Kovacevich, Wells
Fargo
The Value-added Ladder/ OPPORTUNITY-SEEKINGOPPORTUNITY-SEEKING
Gamechanging Gamechanging SolutionsSolutions
ServicesGoods
Raw Materials
““Experiences Experiences are as distinct are as distinct
from services as from services as services are from services are from goods.”goods.” —Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a Stage
Experience: “Rebel Lifestyle!”
“What we sell is the “What we sell is the ability for a 43-year-old ability for a 43-year-old accountant to dress in accountant to dress in
black leather, ride black leather, ride through small towns and through small towns and
have people be afraidhave people be afraid of him.” of him.”
HarleyHarley exec, quoted in Results-Based Leadership
The Value-added Ladder/ MEMORABLE CONNECTIONMEMORABLE CONNECTION
Spellbinding Spellbinding ExperiencesExperiences
Gamechanging SolutionsServicesGoods
Raw Materials
Furniture vs. Dreams
“We do not sell ‘furniture’ at
Domain. We sell We sell dreamsdreams. This is
accomplished by addressing the half-formed needs in our
customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’ Sales are the
inevitable result.” — Judy George,
Domain Home Fashions
The Value-added Ladder/ EMOTIONEMOTION
Dreams Come TrueDreams Come TrueSpellbinding Experiences Gamechanging Solutions
ServicesGoods
Raw Materials
USA/F.Stats: Short ’n (Very) Sweet
>50% of stock ownership, $13T total wealth (2X in 15 years)>50% of stock ownership, $13T total wealth (2X in 15 years)
>$7T consumer & biz spending (>50% GDP; > Japan GDP); >$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) >80% consumer spdg (Consumer = 70% all spdg)
57% BA degrees (2002); = ed & social strata, no wage gap57% BA degrees (2002); = ed & social strata, no wage gap
60% Internet users; >50% primary users of60% Internet users; >50% primary users of electronic equipment electronic equipment
>50% biz trips>50% biz trips
WimBiz: Employees > F500; 10M+: 33% all US BizWimBiz: Employees > F500; 10M+: 33% all US Biz
Pay from 62% in 1980 to 80% today; equal if education,Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal social status, etc are equal
60% work; 46M (divorced, widowed, never married)60% work; 46M (divorced, widowed, never married)
Source: Fara Warner, The Power of the Purse
“She knows moreknows more about the [Volvo] than the salesmanman who greets
her at the door. But how is she treated? As if she has a low IQ low IQ , is
slightly hard of hearing hard of hearing , and really has no rightno right to be buying a luxury
car; and if she brought a male friend with her, odds are 10:1 that the
clueless salesperson spent most of his time speaking to him speaking to him .” —Selling to Men,
Selling to Women, Jeffery Tobias Halter
““The The most significant most significant variablevariable in in everyevery sales sales
situation is the situation is the gendergender of of the buyer, and more the buyer, and more importantly, how the importantly, how the
salesperson salesperson communicates to the communicates to the
buyer’s gender.”buyer’s gender.” —Jeffery Tobias Halter, Selling to Men, Selling to Women
EVEolution:EVEolution: The Eight Truths The Eight Truths
of Marketing of Marketing to Women to Women
Faith Popcorn & Lys Marigold
EVEolution: Truth No. 1
Connecting Your Connecting Your Female Consumers Female Consumers
to Each Other to Each Other Connects Them to Connects Them to
Your BrandYour Brand
1. Men and women are different.1. Men and women are different.2. Very different.2. Very different.3. 3. VERY, VERY DIFFERENTVERY, VERY DIFFERENT..4. Women & Men have a-b-s-o-l-u-t-e-l-y4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. nothing in common.5. Women buy lotsa stuff.5. Women buy lotsa stuff.
6. 6. WOMEN BUY A-L-L THE WOMEN BUY A-L-L THE STUFFSTUFF..7. Women’s Market = Opportunity No. 1.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.8. Men are (STILL) in charge.9. 9. MEN ARE … TOTALLY, HOPELESSLYMEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. CLUELESS ABOUT WOMEN.
““Goldman Sachs in Goldman Sachs in TokyoTokyo has has developed an index of 115 developed an index of 115
companies poised to benefit companies poised to benefit from women’s increased from women’s increased
purchasing power; purchasing power; over the past over the past decade decade
the value of shares in the value of shares in Goldman’s basket has risen by Goldman’s basket has risen by
96%, against the Tokyo 96%, against the Tokyo stockmarket’s stockmarket’s
rise of 13%rise of 13%.”.” —Economist—Economist, April 15, April 15
““Forget Forget ChinaChina, , IndiaIndia and the and the
InternetInternet: Economic : Economic Growth Is Driven Growth Is Driven
by by WomenWomen.”.” —Headline,
Economist, April 15, 2006, Leader, page 14
““Since Since 19701970, , women have women have
held held twotwo out of out of every every three three new new jobs created.”jobs created.” —FT,
10.03.2006
Impact! Add It Up!
Primary markets/EverythingPrimary markets/Everything (“Men
buy things that other men will buy for women. I buy things that women want.”—successful jeweler/F. “Women are the majority market” —Fara Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.)
Greater global workforce Greater global workforce participation rateparticipation rate (“bigger contributor to GDP
growth than technology, China, India”—Economist)
Higher wagesHigher wages (more seniority, promotions—even if not
to CEO; greater pay equity—even if not equal)
Business “decision makers”Business “decision makers” (more
seniority, promotions—even if not to CEO)
Women-owned businessesWomen-owned businesses (answer to
the Glass Ceiling—10.6M in USA; recipients of “micro-lending”—developing world)
10 UNASSAILABLE REASONS WOMEN RULE10 UNASSAILABLE REASONS WOMEN RULE
WomenWomen make [all] the financial decisions. make [all] the financial decisions.WomenWomen control [all] the wealth. control [all] the wealth.WomenWomen [substantially] outlive men. [substantially] outlive men.WomenWomen start most of the new businesses. start most of the new businesses.Women’sWomen’s work force participation rates have work force participation rates have soared worldwide.soared worldwide.WomenWomen are closing in on “same pay for same are closing in on “same pay for same job.”job.”WomenWomen are penetrating senior ranks rapidly are penetrating senior ranks rapidly [even if the pace is slow for the corner [even if the pace is slow for the corner office per se].office per se].Women’s Women’s leadership strengths are exceptionally wellleadership strengths are exceptionally well aligned with new organizational effectivenessaligned with new organizational effectiveness imperatives.imperatives.WomenWomen are better salespersons than men. are better salespersons than men.WomenWomen buy [almost] everything—commercial buy [almost] everything—commercial as well as consumer goods.as well as consumer goods.
SoSo whatwhat exactlyexactly isis … … thethe pointpoint ofof menmen??
“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all
levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The
phenomenon will only grow as girls prove to be more successful than boys in the school
system. For a number of observers, For a number of observers, we have already entered the age we have already entered the age of ‘womenomics,’ the economy as of ‘womenomics,’ the economy as
thought out and practiced by a thought out and practiced by a womanwoman.”.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006
““AS AS LEADERS, LEADERS, WOMEN WOMEN
RULERULE:: New Studies find
that female managers outshine their male counterparts in almost every measure”
TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek
Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths
*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”
BoomerBucks!BoomerBucks!Boomer turns 50: every 7 seconds. Boomer turns 50: every 7 seconds. 2009: majority of 2009: majority of U.S. households headed by someone over 50.U.S. households headed by someone over 50. 2006- 2006-2016: U.S. population up 22.9 million; 22.1 million in 2016: U.S. population up 22.9 million; 22.1 million in over-50 group. over-50 group. 2006: 1 in 5 adults is F, over 50.2006: 1 in 5 adults is F, over 50.
Women between 50-70 who are single: 35%. Women between 50-70 who are single: 35%. Age 45-Age 45-54: highest average income, $59, 021 (national 54: highest average income, $59, 021 (national
average is $42,209).average is $42,209). FASTEST GROWING INCOME FASTEST GROWING INCOME CATEGORY: WOMEN, 55-64CATEGORY: WOMEN, 55-64 (4X men in same category). (4X men in same category). Women, age 60-64: 50% still in workforce.Women, age 60-64: 50% still in workforce. Highest Highest net worth: families, 55-64 ($182,000). net worth: families, 55-64 ($182,000). People over People over
50: 70% to 79% of all financial assets; 80% of all 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market.accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. spending, 50% of discretionary spending. Next 2 Next 2
decades: decades: BOOMERS WILL INHERIT $14 TRILLION-$25 BOOMERS WILL INHERIT $14 TRILLION-$25 TRILLIONTRILLION (“largest intergenerational transfer of (“largest intergenerational transfer of
wealth in history”). wealth in history”).
—Marti Barletta, —Marti Barletta, PrimeTime WomenPrimeTime Women
44-65: “New “New Customer Customer Majority”Majority” *
*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder
““The New Customer The New Customer Majority is the only adult Majority is the only adult
market with realistic market with realistic prospects for significant prospects for significant sales growth in dozens of sales growth in dozens of
product lines for product lines for thousands of thousands of companies.”companies.”
—David Wolfe & Robert Snyder, Ageless Marketing
““Older people have an image problem. As Older people have an image problem. As a culture, we’re conditioned toward youth. a culture, we’re conditioned toward youth.
… When we think of youth, we think … When we think of youth, we think ‘energetic and colorful;’ when we think of ‘energetic and colorful;’ when we think of
middle age or ‘mature,’ we think ‘tired middle age or ‘mature,’ we think ‘tired and washed out.’ and when we think of and washed out.’ and when we think of
‘old’ or ‘senior,’ we think either ‘old’ or ‘senior,’ we think either ‘exhausted and gray’ or, more likely, we ‘exhausted and gray’ or, more likely, we
just don’t think. … just don’t think. … The financial The financial numbers are absolutely numbers are absolutely
inarguableinarguable——the the Mature Market has the Mature Market has the moneymoney.. Yet advertisers remain Yet advertisers remain
astonishingly indifferent to them. …”astonishingly indifferent to them. …”
—Marti Barletta, PrimeTime Women
“A focus on cost-cutting and efficiency has helped many organizations weather the
downturn, but this approach will ultimately
render them obsolete. Only the Only the constant pursuit of constant pursuit of
innovation can innovation can ensure long-term ensure long-term
successsuccess.”.” —Daniel Muzyka, Dean, Sauder School of Business,
University of British Columbia
Measure “Strangeness”/Portfolio Quality
StaffStaffConsultantsConsultants
VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)
Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers
Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)
Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)
IS/IT ProjectsIS/IT ProjectsHQ LocationHQ Location
Lunch MatesLunch MatesLanguageLanguage
BoardBoard
“The The Bottleneck Bottleneck
Is at the Top Is at the Top of the of the
Bottle”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:
AtAt thethe totop!”p!”
— Gary Hamel/Harvard Business Review
try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it.Try it. Try it. Try it. Try itTry it. Try it. . Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. try it. Try it. try it. Try it.Try it. Try it.Try it. Try it. Try it. Try it. Try it.
Try it. Try it.
“This is so simple it sounds stupid, but it is amazing how few oil people really
understand that you only you only find oil if you find oil if you drill wellsdrill 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
““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher
““ExperimenExperiment t
fearlessly”fearlessly”Source: BW0821.06, Type A Organization Strategies/
“How to Hit a Moving Target”—Tactic #1
““You miss 100You miss 100 percent of the percent of the
shots you never shots you never take.”take.” —Wayne—Wayne Gretzky
“Beware of the tyranny of making
Small Changes to Small
Things. Rather,
make BigBig Changes
to BigBig Things.”
—Roger Enrico, former Chairman, PepsiCo
“[Immelt] is now identifying technologies with which GE
will … systematically systematically set out to build set out to build
entirely new entirely new industriesindustries”” —Strategy+Business, Fall
2005
The True Logic* of Decentralization:
6 divisions = 6 “tries”6 divisions = 6 “tries”
6 divisions = 6 6 divisions = 6 DIFFERENTDIFFERENT leaders = 6 leaders = 6 INDEPENDENTINDEPENDENT
“tries” = Max probability of “tries” = Max probability of “win”“win”
6 divisions = 6 6 divisions = 6 veryvery DIFFERENT DIFFERENT leaders = 6 leaders = 6 veryvery INDEPENDENT INDEPENDENT
“tries” = Max probability of “tries” = Max probability of ““far outfar out”/””/”3-sigma3-sigma”” “win” “win”
*“Driver”: Law of Large #s
“Execution is a
systematic systematic processprocess of rigorously
discussing hows and whats, tenaciously following through, and
ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution:
The Discipline of Getting Things Done
““GE has set a GE has set a standard of candor. standard of candor.
… There is no … There is no puffery. … puffery. … There There isn’t an ounce of isn’t an ounce of
denial in the placedenial in the place.”.” —
Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)
““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”
—Samuel Taylor Coleridge
““Most important,Most important,
he he uppedupped the the energyenergy levellevel at at
Motorola.”Motorola.” —Fortune on Ed Zander/08.05
EnthusiasmEnthusiasmEnergyEnergy
ExuberanceExuberanceVoracious CuriosityVoracious Curiosity
Irritability/Dis-satisfactionIrritability/Dis-satisfactionRelentlessnessRelentlessnessSelf-relianceSelf-reliance
“Closer” (Execution)“Closer” (Execution)excellenceexcellence
The greatest dangerThe greatest dangerfor most of usfor most of us
is not that our aim isis not that our aim istoo hightoo high
and we miss it,and we miss it,but that it isbut that it is
too lowtoo lowand we reach it.and we reach it.
Michelangelo
BACKDROP. BACKDROP. PITIFUL PITIFUL PERFORMANCE. BASICS./PERFORMANCE. BASICS./K.I.S.S.K.I.S.S.
VALUE-ADDED “VALUE-ADDED “LADDERLADDER.”.”WOMENWOMEN. BOOMERS.. BOOMERS.
INNOVATION. INNOVATION. TRYTRY ITIT. . LIFE LESSONS. LIFE LESSONS. 4/404/40..
LEADERSHIP. LEADERSHIP. PASSIONPASSION..LEADERSHIP. LEADERSHIP. IMMODESTIMMODEST
ASPIRATIONSASPIRATIONS..LEADERSHIP. LEADERSHIP. DRILLDRILL..
You only You only find oil if find oil if you drillyou drill
wellswells.. —The Hunters, by John Masters,
Canadian O & G wildcatter
BACKDROP. BACKDROP. PITIFULPITIFUL PERFORMANCE. BASICS./PERFORMANCE. BASICS./K.I.S.S.K.I.S.S.
VALUE-ADDED “VALUE-ADDED “LADDERLADDER.”.”
WOMENWOMEN.. BOOMERS. BOOMERS.
INNOVATION. INNOVATION. TRYTRY ITIT..
LIFE LESSONS. LIFE LESSONS. 4/404/40..
LEADERSHIP. LEADERSHIP. PASSIONPASSION..LEADERSHIP. LEADERSHIP. IMMODESTIMMODEST ASPIRATIONSASPIRATIONS..
LEADERSHIP. LEADERSHIP. DRILLDRILL..