Tom peters (management)

Principles Of Management

ByMuhammad Shahzad SaleemMuhammad Ahmad AmmarTalha Qasim Ansari

TOM Peters

Pakistan Institute Of Engineering and applied sciences

Pakistan Institute Of Engineering and applied sciences

Pakistan Institute Of Engineering and applied sciences

Design Opportunity Kit

INNOVATION

The excellent project manager is the Superstar of the innovation-centric enterprise.

Design Opportunity Kit

Take a step toward Design Mindfulness

Open your eyes

Be alert. Start looking out…EVERYWHERE…for “little” design-relatedthings that irritate you. Create two folders: “neat” and “crappy.”Whenever you come across any thing that hits you as a good designidea, save it in the “neat” folder. Whenever you come across somethingthat hits you as poor design, save it, too, but in the “crappy” folder.

Building a Curious Corporation

“What a distressing contrast there is between the radiant curiosityof the child and the feeble mentality of the average adult,” Freud oncewrote. Sad to say, he’s got a point.

INNOVATION

Hire curious people.

Hire a few genuine off-the-wall sortsi.e., collect weirdos.

Weed out the dullards:

Insist that everyone takes vacationsAll work and no play makes Jack a dull boy.In short, curiosity doesn’t flourish among the burned-out, greasy-grind types.

Support generous sabbaticals

Foster new interaction patternsCreate a physical environment that(a) allows project teams to gather at a moment’s notice,(b) lets people clearly express their personalities

Foster new interaction patternsCreate a physical environment that(a) allows project teams to gather at a moment’s notice,(b) lets people clearly express their personalities

Establish clubs, bring in outsiders, support off-beat educational programs:

Expose everyone to break-the-mold activities

Model the way:If the chief isn’t curious, then the troops aren’t likely to be.

Teach curiosityBrainstorming is not the answer to creativity. But it is an answer. There are other techniques as well.

Make it funNot to have fun at work is a tragedy, bordering on the criminal. Curiosity and fun are handmaidens.

“Strategies are OK’d in boardrooms that even a child would say are bound to fail,” “The point is, there is never a child in the boardroom.” Try these ideas, and you may end up with at least a “virtual child” or two in that boardroom.

“Effective prototyping,” writes Michael Schrage, “maybe the most valuable ‘core competence’ an innovative organization canhope to have — one around which an organization could build a successfulculture.”

Prototyping is “largely under utilized,” “The practice of using more prototypes early in the project and more prototypes that represent system interactions reduces the risk of failure and increases [project] payoffs.”

Innovativeness = Prototyping Effectiveness

According to him: Human Resource must be a chief carrier of the culture of innovation, must model innovative behavior 100% of the time.

Innovative systems are as important as innovative products

Customers must especially be part of all innovation teams.

No group is more valuable than pissed off customers!!

Plan-less-ness

If your organization chart “makes sense,” then you probably don’t have an innovative enterprise. Adhocracy requires letting go of linearity assumptions.

Culture of “Try it! Now!” Culture! Culture! Attitude! Attitude! Mindset!

Mindset! “The way we do things around here.” “Around here, we try things first, fix ’em fast, try again, talk about it later, when we’ve got something to talk about.”

‘Fortune’ calls Tom Peter ‘the Ur-guru’ (guru of gurus) of management.

Thank you