The simple act of paying positive attention to people has a great deal to do with productivity.
Tom PetersRead
My half-baked reading of history is that we continue to go through these waves of entrepreneurial explosion followed by merger mania and consolidation. Out of that come big sluggish companies that eventually collapse under the weight of what they've created, and are killed off by the next wave of entrepreneurs.
Interpretation
Entrepreneurship goes through cycles of innovation and consolidation, leading to the rise and fall of companies.
Tom Peters reflects on the cyclical nature of entrepreneurship where periods of vigorous innovation and start-ups are often followed by mergers and acquisitions. This cycle eventually leads to the creation of large, unwieldy corporations which can become stagnant and fail, making way for a new generation of entrepreneurial ventures that bring fresh ideas and disrupt the status quo again.
In practice
During a business conference discussing trends, one might say this quote to highlight the importance of constant innovation.
The simple act of paying positive attention to people has a great deal to do with productivity.
Nearly 100% of innovation-from business to politics-is inspired not by "market analysis" but by people who are supremely pissed off by the way things are.
Leaders don't create followers, they create more leaders.
The little people will get even, which is one of a thousand reasons why they are not little people at all. If you're a jerk as a leader, you will be torpedoed. And usually it won't be by your vice presidents; it will be on the loading dock at 3am when no supervisors are around.
Champions are pioneers, and pioneers get shot at. The companies that get the most from champions, therefore, are those that have rich support network so their pioneers will flourish. This point is so important it's hard to overstress. No support systems, no champions. No champions, no innovations.
If you're not confused, you're not paying attention.
I don't look at business as a zero-sum game. I don't. I've never seen it play out that way in our industry, and I think you innovate and you add value, deliver value back to customers, and you get value back from the world.
Unless you have tested the assumptions in your business model first, outside the building, your business plan is just creative writing.
Courteous treatment will make a customer a walking advertisement.
We need to put ourselves in the shoes of our customers. That is my new battle cry. Live and breathe Starbucks the way our customers do.
When we started the e-commerce, nobody believed that China would have e-commerce because people believed in 'guang-shi,' face-to-face, and all kinds of network in traditional ways. There's no trust system in China.
As a company, we have to be very transparent. We are in a business very related to finance, and I want this company to last long, and I want this company to be audited by everyone.
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