The worse things get, typically, the more they dig in their heels and defend yesterday’s turf.
TOM PETERSLeaders’ careers will usually be determined by their handling of one or two critical events that no one could possibly anticipate or plan for.
More Tom Peters Quotes
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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?”
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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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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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Your calendar never lies. All we have is our time. The way we spend our time is our priorities, is our strategy. Your calendar knows what you really care about. Do you?
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The principal reason, invariably, most “successful” giant companies rather quickly become also-rans, or just amorphous blobs on the competitive landscape, is their failure to re-tool in anything like a fundamental way. In fact,
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I used to be skeptical when educators and technologists predicted that we may be entering a new era of oral culture, in which audible information will be at least as important as visible information.
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The company’s most urgent task is to learn to welcome, beg for, demand – innovation from everyone.
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Now 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.
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To meet the demands of the fast-changing competitive scene, we must simply learn to love change as much as we have hated it in the past.
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The race will go to the curious, the slightly mad, and those with an un-satiated passion for learning and dare-deviltry.
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I think it’s wonderful to save the world, but you need to be part of the world, too.
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TRUST, not technology, is the issue of the decade.
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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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With most competitors moving ever faster, the race will go to those who listen (and respond) most intently.
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Quite simply, no matter how hard you try, no matter how “open” you are, you’ll end up surrounded by “yes people.” It’s hard not to believe people who are repeating your own ideas. Resist the temptation.
TOM PETERS