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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.
Tom Peters
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Tom Peters
Age: 82
Born: 1942
Born: November 7
Businessperson
Economist
Writer
Baltimore
Maryland
Scene
Simply
Competitive
Learn
Demands
Past
Hated
Change
Changing
Must
Fast
Much
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If silly things were not done, intelligent things would never happen.
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Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me, Inc. To be in business today, our most important job is to be head marketer for the brand called You.
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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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Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too!
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The greatest difficulty in the world is not for people to accept new ideas, but to make them forget old ideas.
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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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The 'value added' for most any company, tiny or enormous, comes from the Quality of Experience provided.
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We're going to see leadership emerge as the most important element of business - the attribute that is highest in demand and shortest in supply.
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We found that the most exciting environments, that treated people very well, are also tough as nails. There is no bureaucratic mumbo-jumbo... excellent companies provide two things simultaneously: tough environments and very supportive environments.
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Books were rare,expensive, time-consuming to create and copy, and difficult to transport. That is why collections ofprint-based books developed around centers of religious belief, learning, and wealth. It was cheaper andeasier for people to come to the collection than for the collection, or parts of the collection, to go to thepeople.
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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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Leaders' careers will usually be determined by their handling of one or two critical events that no one could possibly anticipate or plan for.
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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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Swipe from the best, then adapt.
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Ready, fire, aim. Do it! Make it happen! Action counts. No one ever sat their way to success.
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Some people have argued that listening to a work of literature does not really promote literacy in the same way that reading does. Having tried this for several months, however, I can report from the trenches that, for me, immersive listening is as intellectually challenging, stimulating, and rewarding as immersive reading.
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