unimagined futures

Developing a work approach that is adequate to the challenges ahead
a world moving toward new and different futureS

Tom Peters Seminar: Crazy times call for crazy organizations (by Tom Peters)

Tom Peters Seminar: Crazy times call for crazy organizations (by Tom Peters)
- Introduction
  - Is it any wonder we’re confused?
    - Conflicting events reported in the news
  - Into the Beyond(s)
    - Each beyond captures a management model now in vogue
      - Which have utility and value
      - Push far past today’s utility and value to look at tomorrow’s
    - In a sense, each “beyond” constitutes a complete model of organizing
      - Yet each also builds on the “beyonds” that precede it, until a comprehensive notion of organizing and managing emerges in the end
- The beyonds
  - Beyond change — Toward the abandonment of everything
  - Beyond decentralization — Disorganizing to unleash imagination
  - Beyond empowerment — Turning every job into a business
  - Beyond loyalty — Learning to think like an independent contractor
  - Beyond disintegration — The corporation as Rolodex
  - Beyond reengineering — Creating a corporate talk show
  - Beyond learning — Creating the curious corporation
  - Beyond TQM — Toward WOW!
  - Beyond change (redux) — Toward perpetual revolution
- It may be crazy but it all makes sense
  - So what have we done?
    - We’ve built a model
    - A rational model of tomorrow’s (today’s) business organization
      - The market-driven case for craziness
      - To immoderately independent modest-size sub-unit
      - Flattening the bejesus out of the organization
      - Act like an independent contractor
        
        Hit the books with zest
        Lifetime commitment
      - Pollocking for profits in the networked, virtual organization, the new-fangled enterprise-as-Rolodex concocted in order to bring people and little bits of organization together from hither and thither for a day, a week, a year, to take advantage of today’s opening in the marketplace—that may well be closed tomorrow
      - Chief substance is knowledge
        
        Figure out how to find it, corral it, and leverage it
        Knowledge development schemes
      - Get rid of dullness
        
        The concept of curiosity
        Something as crazy, zany, sparkling, and innovative as the times demand
      - Expect quality
        
        Not just an absence of TGW (things gone wrong)
        This … organization that employs zany 90 percent entrepreneurs would measure its quality in terms of TGR (things gone right), expressed in units of Wow
        
        Curious, flattened, atomized, networked, Pollicking
      - Seek customers’ affection, not just satisfaction. It would surprise, not just please. And it would interwine, not just listen to
      - And now what, now that we’ve fleshed out our model? Dotted the i’s, crossed the t’s? Zounds! We do it all over again. And then again
  - This is not the answer for all time
    - Not just one strategy
    - Not just one model
    - Burn it down every few years

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