The dumbest mistake is viewing design as something you do at the end of the process to ‘tidy up’ the mess, as opposed to understanding it’s a ‘day one’ issue and part of everything.
TOM PETERSNow that I have adopted into my own daily life a device that makes music and spoken-word files easy to access from anywhere, I have tempered my skepticism.
More Tom Peters Quotes
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If your company has a clean-desk policy, the company is nuts and you’re nuts to stay there.
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Forget loyalty. Or at least loyalty to one’s corporation. Try loyalty to your Rolodex-your network-instead.
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The good news – and it is largely good news – is that everyone has a chance to stand out. Everyone has a chance to learn, improve, and build up their skills. Everyone has a chance to be a brand worthy of remark
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Rewards should go to teams as a whole.
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Formula for success: under promise and over deliver.
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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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The dominant culture in most big companies demands punishment for a mistake, no matter how useful, small, invisible.
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Hire attitude train skills.
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Customers perceive service in their own unique, idiosyncratic, emotional, irrational, end-of-the-day, and totally human terms. Perception is all there is!
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Be guided by the axiom: There are no limits to the ability to contribute on the part of a properly selected, well-trained, appropriately supported, and, above all, committed person.
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Print-based libraries developed in an age of scarce printed resources.
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Appreciation, applause, approval, respect – we all love it!
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You can’t think your way out of a box; you’ve got to act.
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Leaders win through logistics. Vision, sure. Strategy, yes. But when you go to war, you need to have both toilet paper and bullets at the right place at the right time. In other words, you must win through superior logistics.
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Every managerial act must be seen as an unequivocal support for urgency in pursuit of constant testing, change, and improvement.
TOM PETERS