The principal reason, invariably, most "successful" giant companies rather quickly become also-rans, or just amorphous blobs on the competitive landscape, is their failure to re-tool in anything like a fundamental way. In fact, the worse things get, typically, the more… — Tom Peters Copy Share Image
The market may never coalesce around one basic design, or even around two or three dominant devices. — Tom Peters Copy Share Image
If, as I anticipate, a wide array of personal, portable information/communication devices becomes increasingly important and widespread for information-intensive users, it will be a… — Tom Peters Copy Share Image
Anybody who is an entrepreneur is a person who essentially has impaired judgment. The odds of success are zilch. — Tom Peters Copy Share Image
Leaders' careers will usually be determined by their handling of one or two critical events that no one could possibly anticipate or plan for. — Tom Peters Copy Share Image
I don't know what it means to manage the human imagination, but I do know that imagination is the main source of value in… — Tom Peters Copy Share Image
If there is a single tragic flaw that mars our biggest enterprises, it is conservatism - the failure to fail, and fail big, in… — Tom Peters Copy Share Image
Think about the market, think about the design, and think about who is going to design for that market. Hit the mark. — Tom Peters Copy Share Image
“The “Excellence Standard” is not about Grand Outcomes. In Zenlike terms, all we have is today. If the day’s work cannot be assessed as… — Tom Peters Copy Share Image
What you decide not to do is probably more important that what you decide to do. — Tom Peters Copy Share Image
