1. Principles Of Management
TOM Peters
By
Muhammad Shahzad Saleem
Muhammad Ahmad Ammar
Talha Qasim Ansari
Pakistan Institute Of Engineering and applied sciences
20. Design Opportunity Kit
The excellent project manager is the Superstar of the
innovation-centric enterprise.
21. Design Opportunity Kit
Take a step toward Design Mindfulness
Open your eyes
Be alert. Start looking out…EVERYWHERE…for “little” design-related
things that irritate you. Create two folders: “neat” and “crappy.”
Whenever you come across any thing that hits you as a good design
idea, save it in the “neat” folder. Whenever you come across something
that 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 curiosity
of the child and the feeble mentality of the average adult,” Freud once
wrote. Sad to say, he’s got a point.
22. Hirecurious people.
Hire a few genuine off-the-wall sorts
i.e., collect weirdos.
Weed out the dullards:
Insist that everyone takes vacations
All 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 patterns
Create a physical environment that
(a) allows project teams to gather at a moment’s notice,
(b) lets people clearly express their personalities
23. Foster new interaction patterns
Create 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 curiosity
Brainstorming is not the answer to creativity. But it is an answer. There are other techniques a
well.
24. Make it fun
Not 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.
25. Innovativeness = Prototyping Effectiveness
“Effective prototyping,” writes Michael Schrage, “may
be the most valuable ‘core competence’ an innovative organization can
hope to have — one around which an organization could build a successful
culture.”
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.”
26. According to him:
Human Resource must be a chief carrier of
the culture of innovation, must model
innovative behavior 100% of the time.
27. 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.
28. 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.
