Pursue Success By Implementing A “Constant Disequilibrium”

Pursue Success By Implementing A “Constant Disequilibrium”

We are going through a period of great change. One theory is greatly overused and perhaps simplistically attributed to Darwin will survive only those organizations that can adapt to change. According to Jeremy Rifkin, we are already in the Third Industrial Revolution with its five pillars: Switching to renewable energy, conversion of buildings into power production, hydrogen and other technologies for the storage of energy, smart grid technology, transport not powered by fossil fuels. And yet the Internet of Things (IdC) production and not for the masses, but the masses (3D).

It is therefore to turn the page binary options terpercaya. But before you turn the page, I was taught the knowledge and experience, it is essential to read and deepen the page. And then I want to read and learn as much as possible, the “old” tools for enterprise management. Review the basic concepts can not hurt.

Tom Peters: pursuit of excellence in business management
Critical reflection conducted by Tom Peters, author of bestsellers on the subject of work and its various implications, took his first steps as a research, conducted in collaboration with Robert Waterman in 1977, which examined 43 companies characterized by excellent economic position on the market, and ended with the development of the formula of behavior analysis and corporate culture, known as the “Seven’s” (seven s, or structure, strategy, systems, management style, skills, ie skills, staff and shared values, namely shared values).

Peters and Waterman were also able to identify, in selected companies, eight common criteria, which could be called “attributes for success”, which prescindevano, so to speak, by economic indicators: among others, the permanent contact with clients, productivity entrusted primarily to the capacity of human resources, operational autonomy aimed at encouraging entrepreneurs etc. In fact, the criterion for selecting the companies in the study, as aforesaid, was essentially due to financial success, and the study of the two authors lacked the basic requirement to conduct a valid comparison, or the measurability, the quantification of the elements found in relation to business success and in this sense, it should be regarded as preliminary than subsequent searches.

The idea proposed by Peters, in any case, since the beginning of his career theory and practice, is a revolutionary way of thinking about management, implementing it in the pursuit of one goal: excellence, perfection, or what makes the difference between a traditional business management, based on rational criteria, financial, and one that takes into account certain factors of a different nature, but equally fundamental for business success. Here are some of those identified by the author:
– Management conducted with passion: Peters stresses the need to emphasize, as part of its business, the labor relations, ie, translated in practical terms, to consider proactively profitable and the opinions of its human resources and enhance them by the entrepreneur, having also this leadership as a key concept, since it implicitly means “… construction, growth, freedom, abundance of energy ….”, and the two roads, in his opinion practicable, in order to create and support the long term, “a company’s performance superior”; This means taking care of its customers by offering outstanding service and devote himself constantly to innovation;

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