I’m fundamentally not interested in the Fortune 500 companies – in US, Mexico, anywhere. The real backbones of economic growth are small and medium businesses.
TOM PETERSForget loyalty. Or at least loyalty to one’s corporation. Try loyalty to your Rolodex-your network-instead.
More Tom Peters Quotes
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We cannot innovate without opening the door to havoc.
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Passion. The life of an entrepreneur is occasionally exhilarating, and almost always exhausting. Only unbridled passion for the concept is likely to see you through the 17-hour days (month after month) and the painful mistakes that are part and parcel of the start-up process.
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Celebrate what you want to see more of.
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All white-collar work is project work. The single salient fact that touches all of our lives is that work is being reinvented.
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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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It doesn’t matter what product or service you’re offering; there is unlimited ability to improve the quality of anything.
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Cost does not equal value… and low cost parts decrease brand equity for a very long time.
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David Ogilvy contends that the greatest ad copywriters are marked by an insatiable curiosity ‘about every subject under the sun.’
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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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You can’t live life without an eraser.
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Leaders trust their guts. “Intuition” is one of those good words that has gotten a bad rap. For some reason, intuition has become a “soft” notion.
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As a consumer, you want to associate with brands whose powerful presence creates a halo effect that rubs off on you.
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Sorry, but those are two of the most profoundly upsetting questions anyone can ask – upsetting because the answer should be obvious: Do what turns you on, not what the statistics say is best.
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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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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,
TOM PETERS