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

#tgd

“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 (PDF) 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

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

evidence-wall-and-time-line-pict-600

What’s the next effective action on the road ahead

stages-simple-horizons-pict-t

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 working out a plan for coping with 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: The memo THEY don't want you to see

Google

To create a rlaexp.com site search, go to Google’s site ↓

Type the following in their search box ↓

your search text site:rlaexp.com

intelligence-instructions

What needs doing?

contact

#rlaexp.com = rla + exp = real life adventures + exploration or explored

exploration leads to explored

Examples ↑ can be found through web searches, Wikipedia,
Pinterest and the daily news

Knowledge Worker tools on Pinterest

Some ecological and time awareness ↓ → Ken Burns films

tln_components2
Larger view thinking canvas

The Über Mentor

The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy

A Year with Peter Drucker:
52 Weeks of Coaching
for Leadership Effectiveness

tln-radar-annotated2-pict-trans-600
Larger view thinking canvas

#mlp ↓ #z99

My launching pad

(fully responsible officer,
knowledge-worker, professional contributor
and executive)

Discontinued Operations

Worldview