pyramid2dna

pyramid to dna

brainroads-toward-tomorrows mental patterns


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




 

“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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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
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.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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