The Tom Peters Business School in a Box

Ever want to attend a Tom Peters Seminar? I read this when the uber-guru was at his most popular, and for a variety of reasons, it wasn't feasible. This book marks a divergence from his position as a leading edge advisor to senior management, to an over-the-bleeding-edge exhorting firebrand to middle management. This is meant in the best of senses. It pushes towards getting close to his customers (old news by now) but in a practical, "Set up X meetings with weird customer..." sense. Years later I heard Mr. Peters speak in person, and my takeaway was the book does indeed capture his energy, as much as it's possible. It's no substitute for the real thing, but it's an admirabe replacement if that isn't possible.

Somehow I missed reading THE TOM PETERS SEMINAR when it first came out in 1994 . . . it is a version of what he charges business executives $2,000 or so to attend. I just heard the taped version and though it is some 12 years later, the material is still surprisingly current--if you can overlook the examples of corporations that are no longer around . . . this is made possible because of the fact, to quote the subtitle, CRAZY TIMES CALL FOR CRAZY ORGANIZATIONS . . . methinks that is true not only in 2006, but will still be the case another 12 years from now. As Peters notes, "Do something. Make things happen. It's inaction that kills you." But what makes this author so outstanding is that he just doesn't state a management philosophy; rather, he shows by the use of real-life companies and organizations how it can be implemented. This particular program was narrated by Peters, which added to my enjoyment . . . he is a dynamic speaker and, as such, listening to him is even better than reading him. By doing so, you'll gain some valuable insights as these: * Once people don't know each other, it's time to break up the company. Typically, that's at around 50-60 people. * The average company suffers more from dullness than eccentricity. * Interview 25 customers. Ask: What's it like to do deal with us? * Update your resume twice a year. Forever. * Do you keep asking yourself: What can I learn next? * You must retool every 4-6 years. * You're as good as your Rolodex. * When you hire, look for passion, flexibility and excitement. And for somebody WITH some glitches in his or her resume. * When you go to work, consider it from the viewpoint of a fearful, first-time employee. * Continually ask customers: Did you have a good time? * Be able to answer this question in 25 words or less: What makes you unique? * New products at Ben & Jerry's must pass this test: Is it weird enough?

This is essential Tom Peters. It is the beginnings of what he later wrote about in Re-Imagine! It may not have too much to implement in terms of process but definitely has plenty of thought adjustments that should be made to survive, NO THRIVE, in the new economy. It can help you regain your drive because Tom identifies many of the frustrating business practices that we all deal with and encourages you to get mad about it and do something about it. This is a great book if you want to open your mind to new possibilities for your career. It helped shape my overall attitude about business by revealing some of what business can and must become. Much more concise and to the point and builds upon his prior, and more lengthy, books. It is one of his best if not 'the' best books he has written. Tom's energy is contagious. Worth every penny.

Beyond review, I read this book first in 94 and just re-read it again in july 97, It is still wonderfull and give a lot of insight to business. I wish I can see him LIVE in THE SEMINAR someday, most of Tom books are good and worth reading. Read it.

Since the publication of In Search of Excellence, Tom Peters' books have consistently provided a much needed kick in the seat of the pants to would be entrepreneurs and corporate leaders. His messages related to the need for innovation and a focus on excellence provide a refreshing challenge to the "business as usual" school and to those with a typical short term survival management philosophy. In The Tom Peters Seminar (subtitled "Crazy Times Call for Crazy Organizations") Peters uses his $1,500 a day seminars as the basis for a quick, concise analysis of the problems and solutions associated with the new, scary, and impossible to stop information economy. As Peters relates in the book, "Do something. Make things happen. It's inaction that kills you." This book is the place to start