To grasp organizational life as it is, read novels (!) .... It is my fervent belief that we will never design rational processes that "overcome" such irregularities-don't bother telling that to a consultant. Hence, we should embrace the real, nonrational, nonlinear world with vigor and glee-and develop enterprise and career strategies accordingly.
Interpretation
Understanding the complexities of organizational life requires a recognition of its non-linear and often irrational nature.
Tom Peters emphasizes that organizational life is inherently complex and cannot be fully understood through purely rational designs. Instead, he advocates for recognizing the unpredictable and non-linear aspects of organizations, suggesting that we should embrace this reality to develop effective strategies for enterprises and careers.
In practice
In a management seminar discussing organizational behavior.
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.
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.
There is only one winning strategy. It is to carefully define the target market and direct a superior offering to that target market.
So many businesses get worried about looking like they might make a mistake, they become afraid to take any risk. Companies are set up so that people judge each other on failure. I am not going to get fired if we have a bad year. Or a bad five years. I don’t have to worry about making things look good if they’re not. I can actually set up the company to create value.
As long as you keep doing the right thing and have the best product, you can beat the bigger company.
Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.
Banking is very good business if you don't do anything dumb.
Customer satisfaction is worthless. Customer loyalty is priceless.
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