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The dominant culture in most big companies demands punishment for a mistake, no matter how useful, small, invisible.
Tom Peters
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Tom Peters
Age: 82
Born: 1942
Born: November 7
Businessperson
Economist
Writer
Baltimore
Maryland
Bigs
Punishment
Culture
Useful
Matter
Companies
Invisible
Demand
Mistake
Small
Dominant
Company
Demands
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Forget loyalty. Or at least loyalty to one's corporation. Try loyalty to your Rolodex-your network-instead.
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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.
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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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Make an extensive table of project 'deliverables'. Label one column 'as requested'. Create another column labeled 'could be'. Make each 'could be' wild and woolly!
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The common wisdom is that ... managers have to learn to motivate people. Nonsense. Employees bring their own motivation.
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I'm about as far from being a flag-waver - you won't find any American flag pins in my drawer - as someone can be.
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I don't know what it means to manage the human imagination, but I do know that imagination is the main source of value in the new economy. And I know we'd better figure out the answer to my question-quick.
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I still read quite a few printed books, but if something is available in digital format I do not print it before I read it.
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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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Leadership is about tapping the wellsprings of human motivation - and about fundamental relations with one's fellows.
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Portability of lots of information should not be underestimated.
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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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The company's most urgent task is to learn to welcome, beg for, demand - innovation from everyone.
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Are you placing enough interesting, freakish, long shot, weirdo bets?
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We often hear that the digital age has resulted in a devaluing of time, space, and place. But I wonder if theseclaims are exaggerated.
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