Oh Lord, there it is again. The question;” What kind of business should I start?” Incidentially, it has a twin that also sets me off: “What should I specialize in during the second year of my MBA studies?”
TOM PETERSGarbage! Intuition is the new physics. It’s an Einsteinian, seven-sense, practical way to make tough decisions. Bottom line, circa 2001 to 2010: The crazier the times are, the more important it is for leaders to develop and to trust their intuition.
More Tom Peters Quotes
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The workplace revolution that transformed the lives of blue-collar workers in the 1970s and 1980s is finally reaching the offices and cubicles of the white-collar workers.
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Like it or not – and often we don’t – power is a pervasive phenomenon. From midnight decisions in the Oval Office that risk the lives of young Americans to quarrels over the kitchen table, power is part of every human equation.
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Business ceases to be work when you’re chasing a dream that has engorged you. (“Work should be more fun than fun” – Noel Coward.) And if the passion isn’t there. then biotech and plumbing will be equal drags.
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Rewards should go to teams as a whole.
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The whole secret to our success is being able to con ourselves into believing that we’re going to change the world because statistically we are unlikely to do it.
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Today brands are everything, and all kinds of products and services – from accounting firms to sneaker makers to restaurants – are figuring out how to transcend the narrow boundaries of their categories and become a brand surrounded by a Tommy Hilfiger-like buzz.
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Integrity may be about little things as much or more than big ones.
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A vibrant, rich, growing corpus of public-domain books is a vital public good – similar to parks, the infrastructure of basic services, and other hallmarks of any advanced society.
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With most competitors moving ever faster, the race will go to those who listen (and respond) most intently.
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I find digital content much easier and more rewarding to interact with on screen than printed on paper.
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The widespread availability of information is the only basis for effective day-to-day problem solving, which abets continuous improvement programs.
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Divas do it, golfers do it, pilots do it, violists do it, sprinters do it, soldiers do it, surgeons do it, astronauts do it…only business people think it isn’t necessary to train.
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Every managerial act must be seen as an unequivocal support for urgency in pursuit of constant testing, change, and improvement.
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Who comes first? Don’t be silly, says King Hal; it’s employees. That is – and this dear Watson, is elementary – if you genuinely want to put customers first, you must put employees more first.
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But there’s no substitute for getting smarter faster. And the way you get smarter is to screw around vigorously. Try stuff. See what works. See what fails miserably. Learn. Rinse. Repeat.
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