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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
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Tom Peters
Age: 82
Born: 1942
Born: November 7
Businessperson
Economist
Writer
Baltimore
Maryland
Pursuit
Constant
Seen
Support
Managerial
Change
Unequivocal
Must
Urgency
Every
Testing
Improvement
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An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leader's premier trait.
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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.
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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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The winners stun us not by their cleverness, but by the fact that every tiny aspect of the business is just a touch better than the norm.
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You can't think your way out of a box you've got to act.
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One potential long-term problem with many current digital libraries is that they grew out of and aresupported by bricks-and-mortar libraries. Although there is nothing inherently wrong with that arrangement, inreality it creates a potentially dangerous situation that I call the other digital divide.
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The trouble with much of the advice business gets today about the need to be more vigorously creative is that its advocates often fail to distinguish between creativity and innovation. Creativity is thinking up new things. Innovation is doing new things... The shortage is of innovators.
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If, as I anticipate, a wide array of personal, portable information/communication devices becomes increasingly important and widespread for information-intensive users, it will be a major challenge for libraries to adapt their content and services to such a diverse technological environment.
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I don't want the 35-year-olds in my audience to think of me as as 'pops' giving the kind of advice that only 65-year-olds can understand.
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I am my clients. I am defined by who I do business with.
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