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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.

Tom Peters

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Tom Peters
Age: 82
Born: 1942
Born: November 7
Businessperson
Economist
Writer
Baltimore
Maryland
Whole
Statistically
Going
Unlikely
Believe
Believing
World
Secret
Success
Change
Able

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Excellent firms don't believe in excellence - only in constant improvement and constant change.
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What gets measured gets done.
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Think about the market, think about the design, and think about who is going to design for that market. Hit the mark.
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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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A passive approach to professional growth will leave you by the wayside.
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The top athletes are consummate pros who work obsessively at their craft. Approach yours the same way.
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Transforming leadership, [is defined as] leadership that builds on man's need for meaning, leadership that creates institutional purpose ... he is the value-shaper, the exemplar, the maker of meanings ... he is the true artist, the true pathfinder.
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Business, life itself, is damned hard work if you wanna be good at it. Actually, that's precisely wrong. 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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Now it is much faster and cheaper to bring thedocument to the user, rather than ask the user to come to the document or collection.
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A little (or more) boat burning would do many enterprises a world of good.
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I think economics is about passion. Economic progress, whether it is a two-person coffee shop or whether it is Netscape, is about people with brave ideas. Because it is brave to mortgage the house, when you've got two kids, to start a coffee shop.
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An era similar to the one in which the black rotary phone dominated its product category may not recur anytime soon.
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The drive for control, or the perception thereof, is truly the strongest force in human nature.
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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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To grasp organizational life as it is, read novels (!) .... It is my fervent belief that we will never design rational processes that overcome such irregularities-don't bother telling that to a consultant. Hence, we should embrace the real, nonrational, nonlinear world with vigor and glee-and develop enterprise and career strategies accordingl
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The difference between great and average is, mostly, having the imagination and zeal to re-create yourself daily.
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Even a poor, out-of-datecollection reflects in its own way the values of the people who created it and the community it serves.
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When it comes to e-book playback devices and software, I have always thought that the emphasis on ergonomic concerns as a tipping point for the end-user population was misplaced.
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Give a lot, expect a lot, and if you don't get it, prune.
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I am confident that for the foreseeable future (barring some catastrophic event affecting economic, energy, electrical, and communications systems), many subpopulations that use information intensively (e.g., students, academics, library patrons, white collar workers) will be using some sort of portal information appliance.
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