pyramid to dna

brainroads-toward-tomorrows mental patterns

Liberation management -- Necessary disorganization for the nanosecond nineties (by Tom Peters)

  • Liberation management Necessary disorganization for the nanosecond nineties (by Tom Peters)
    • Necessary disorganization: the new exemplars
      • Toward fashion, fickle, ephemeral
      • EDS, the world’s largest project organization in the world’s zaniest industry: 72,000 smart people in bands of 10 equals $7.1 billion in revenue
      • Cable News Network: Information as fashion, corporation as carnival
      • ABB Asea Brown Boveri: Giant industrial company, small businesses, lean staff, big leverage through knowledge dissemination
    • Learning to hustle
      • Prologue: the quick and the dead
      • Titeflex: unplug the computer, unleash the teamsters, and “just do it”
      • Ingersoll-Rand: Barbecues, drag tests, medieval warriors; and slowing down to speed things up
      • The Union Pacific Railroad: Decimate the middle ranks, liberate the conductors, and launch a counterattack against the truckers
    • Information technology: more, and less, than promised
      • Computer nerds, as far as the eye can see
      • Information technology and organizing
    • Beyond hierarchy
      • Unglued organizations
      • Projects and professional service firms
      • Basic organizational building blocks
      • Networks
      • The quest for metaphors IV: the imagery of dynamics and connectedness
      • Knowledge management structures
      • The trauma of buying into “horizontal,” “whole,” and “learning to learn”
      • Trust, respect, and the mindful organization
      • Beyond Hierarchy
    • Markets and innovation: the case for disorganization
      • Prologue: Deconstructing the corporation
      • The exaltation of mess, or learning to love chance
      • Violent market-injection strategies
      • The market’s will be done: the mighty German Mittlestand
      • “Marketizing’s” imperatives I: Rethinking scale
      • Marketizing’s imperatives II: Try it! Break it! Touch it!
      • Marketizing’s imperatives III: Renegades and traitors, passion, arrogance
      • Marketizing’s imperatives IV: Loosening up
      • Own up to the great paradox: success is the product of deep grooves/deep groves destroy adaptivity
    • Fashion!
      • Prologue: Terminally tasteless or Sur/Petition?
      • The transformation of positively everything
      • Fashion, diversity, the globe
      • Glow! Tingle! Wow! (Yuck!)
      • Follow the yellow brick road (to better instruction manuals)
      • Building “Wow Factories”
      • A special case of wow: An encompassing view of design
      • “Customerizing”: produced by, directed by … and starring — our customers
    • Afterword: Liberation management
      • Students
      • “Workers”
      • Middle managers
      • Chiefs
      • The commander in chief (and his 535 pals at the other end of Pennsylvania Avenue)
      • The freedom to fail


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




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working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

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