By Stuart Crainer
"The first biography of a administration phenomenon, Tom Peters - guru, company messiah, writer and style accent - company guy to company Skunk uncovers the reality at the back of the hype, the truth in the back of the Peters mythology. Crainer strains the increase of a one-man from Vietnam, McKinsey and the Pentagon to a company Billy Graham." "Stuart Crainer received specified entry to Tom Peters, acquiring many hours of showing interviews. He builds an entire photo by way of chatting with Peters's former affiliates, his contemporaries, acolytes and opponents." "Corporate guy to company Skunk is a looking account of a administration icon which concurrently demystifies the total guru and explains why managers proceed to place such religion and funds right into a decide upon few individuals." —BOOK JACKET
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Extra resources for The Tom Peters Phenomenon: Corporate Man to Corporate Skunk
Sample text
Our problem today is that the tools are there but our ‘vision’ is limited. A great many American managers are influenced by beliefs, assumptions, and perceptions about management that unduly constrain them,” wrote Pascale and Athos. ”33 The Art of Japanese Management also featured the Seven S model. Not surprisingly, since they’d shared a room for a week to pool their collective knowledge, Peters and Waterman sang from the same songbook as Pascale and Athos (though they largely ignored Japan — it rates only ten index references in In Search of Excellence).
We can measure the costs. But with these tools alone we can’t really elaborate on the value of a turned on . . ”34 What differentiated In Search of Excellence from The Art of Japanese Management was that Peters and Waterman sugared the bitter message. You could churn things out and they could still be good. Common people could do uncommon things — even if they weren’t Japanese. There was room for optimism and in this From Humble Pie to Apple Pie 41 positive message lies the secret of the book’s long-lasting success.
Pointing out that his conclusions were based on studies of 37 companies, and ten in particular, identified as being “well-managed” — IBM, Texas Instruments, HewlettPackard, 3M, Digital Equipment, Procter & Gamble, Johnson & Johnson, McDonald’s, Dana, and Emerson Electric. “Far too many managers have lost sight of the basics — service to customers, low-cost manufacturing, productivity improvement, innovation, and risk-taking,” wrote Peters. “In many cases, they have been seduced by the availability of MBAs, armed with the ‘latest’ in strategic planning techniques.