Picture of author.

About the Author

Tom Peters, public speaker and author, graduated from Cornell University and received a M.B.A. and Ph.D. from Stanford University. He has also received honorary doctorates from the University of San Francisco and Rhodes College. He was in the U. S. Navy during Vietnam and later served as a senior show more White House drug abuse advisor (1973-74). He worked for McKinsey & Company from 1974 to 1981. He holds about 75 seminars a year and has created and starred in a series of corporate training films. He is the co-author of In Search of Excellence: Lessons from America's Best-Run Companies, which was a New York Times bestseller for three years. This book and subsequent titles have become bestsellers in Europe, Latin America and Asia. Peters contributes to several newspapers and journals, including writing a bimonthly column for Forbes ASAP. (Bowker Author Biography) show less
Image credit: Allison Shirreefs

Series

Works by Tom Peters

A Passion for Excellence (1983) 771 copies, 1 review
Re-imagine! (2003) 568 copies, 7 reviews
The Pursuit of Wow! (1994) 512 copies, 2 reviews
Design (Tom Peters Essentials) (2005) 129 copies, 3 reviews
Leadership (Tom Peters Essentials) (2005) 110 copies, 4 reviews
Trends: Recognize, Analyze, Capitalize (2005) 80 copies, 2 reviews
Excellence Now (2021) 11 copies, 2 reviews
Pasion Por La Excelencia (1987) 11 copies
Super Projet (2001) 6 copies
L'entreprise libérée (1993) 3 copies
Tom Peters Live (1991) 3 copies
Tænk nyt (1998) 2 copies
Sixty (2005) 2 copies
A siker nyomában (1986) 1 copy
INNOVAR O DESAPARECER (2008) 1 copy
Credibility 1 copy
Embracing Chaos (10450-a) (1993) 1 copy, 1 review
Prosperare sul caos (1989) 1 copy

Associated Works

The Leadership Challenge: How to Get Extraordinary Things Done in Organizations (1987) — Foreword, some editions — 2,849 copies, 12 reviews
The Big Moo: Stop Trying to Be Perfect and Start Being Remarkable (2005) — Contributor — 431 copies, 7 reviews
Moments of Truth (1989) — Foreword — 235 copies, 3 reviews
Sunburst: The Ascent of Sun Microsystems (1990) — Foreword — 42 copies

Tagged

Common Knowledge

Legal name
Peters, Thomas J.
Birthdate
1942-11-07
Gender
male
Education
Cornell University (B.A. civil engineering ∙ 1965)
Cornell University (1966)
Stanford University (M.B.A.)
Stanford University (Ph.D)
Occupations
naval officer
senior drug-abuse advisor
management consultant
independent consultant
Organizations
United States Navy (1966-1970)
The White House (1973-1974)
McKinsey & Company (1974-1981)
Awards and honors
honorary doctorate, State University of Management, Moscow, 2004
British Department of Trade and Industry (DTI) as one of the world's Quality Gurus., 1990
Short biography
Peters was born in Baltimore, Maryland. He went to Severn School for High School and attended Cornell University, receiving a bachelor's degree in civil engineering in 1965, and a master's degree in 1966. He then studied business at Stanford Business School, receiving an M.B.A. and Ph.D.. In 2004, he also received an honorary doctorate from the State University of Management in Moscow.

From 1966 to 1970, he served in the United States Navy, making two deployments to Vietnam as a Navy Seabee, then later working in the Pentagon. From 1973 to 1974, he worked in the White House as a senior drug-abuse advisor, during the Nixon administration. Peters has acknowledged the influence of military strategist Colonel John Boyd on his later writing.

From 1974 to 1981, Peters worked as a management consultant at McKinsey & Company, becoming a partner and Organization Effectiveness practice leader in 1979, and then in 1981, he went solo and became an independent consultant.

In 1990, Tom Peters was honoured by the British Department of Trade and Industry (DTI) as one of the world's Quality Gurus.
Without much doubt, Peter Drucker and Tom Peters have shaped the idea of modern management more than any others over the last six decades. Drucker is said to have "invented" management as a discipline worthy of study—in particular, he gave management of large firms the essential tools to deal with their post-World War II enormity, complexity, and growing global reach. Tom Peters, in turn, led the way in preparing management for the current era of staggering change, starting in the mid-1970s.
Nationality
USA
Birthplace
Baltimore, Maryland, USA
Places of residence
Ithaca, New York, USA
Washington, D.C., USA
Associated Place (for map)
USA

Members

Reviews

66 reviews
I can't stand staccato pinball style, except, for some odd reason, when it comes to Tom Peters. He and his messages resonate with me. Not all of them, of course, but many more than the average book. MANY more. Nothing earth-shattering here, just plain sense...wrapped in a Dorling Kindersley package which is the perfect format for Peters.

Lots of sticky notes, underlines, and takeaways. Recommended.
Let’s start this out with a confession. I am an unabashed, devoted, over-the-moon Tom Peters fan. Back in the 90s I read Liberation Management, and my business life changed. Since then he has become the king of exclamation points, bold type, rapid-burst sentences, and a style that matches his speeches. And a lot of people are turned off by this “Gee-whiz, Wow” approach. More’s the pity for those individuals. Because Peters speaks to what managers, leaders, and anyone involved in show more business needs to know, understand, and practice. I buy, read, and try my darnedest to practice what he is preaching. And I use much (a lot/gobs) of it in my presentations and in my writing.

So, surprise, surprise, I love this book.

Never has one of my books been so dog-eared (closest being Maslow on Management – which is a whole nother story.) There are principles and concepts wedged in every nook and cranny of this book for which I found instant application. And one of the strange benefits for me was that, after a short dose of the contents, I would find myself re-motivated to go back to the projects I was trying to avoid.

Describing what this book is all about may well be a fool’s game as it is a combination of leadership advice, marketing advice, management advice, and business advice. The basic sections talk about execution, excellence, people, innovation, and adding value – some of Peters favorite topics. But, again, that does not really provide an overview of what this book is. Best description might be that it is a collection of ideas and concepts that, if accepted and applied, can make anyone a better manager, leader, and person – and one better prepared to face the insanity that is the future.

This is not a sit-down-and-read-back-to-front-in-one-sitting book; this is best read in small doses to allow proper digestion of the contents.

Not a fan of Tom Peters? This book will probably not change your mind. If you have already written him off because of his style, you will not find a change in his approach here. All I would do is encourage you to try again with an open mind. And listen to what is being said, regardless of the style.

If you are someone who truly wants to transform the way you, your department, or your organization works, then the information contained is critical. Read now…and later, too.
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Kudos to the Awesome Team that put this book together.
Not only has is opened my eyes to the established notions that really get under my skin; like always being asked what my husband thinks about the work I do, like that would matter, even if I had a husband? I've experienced far too many situations where it seems as though my money wasn't wanted.
I've truly been empowered by this book as it has reminded me that I am living in the best days of my life - 50 Something...SMILE!!!
I'm so not a fan of stream of consciousness writing, but there are exceptions to every rule and Tom Peters is one. What he says appeals to me. For example: Tom says the 4 most important words are: “What do you think?” I've been saying for years those are the four most important words! He also says: “How are we doing?” [to the customer]. Four more good words. Snippets; staccato thoughts; wisdom nuggets. Where Peters's early works tended to the pedantic, his later material has been show more distilled to just the points. And, as I said, it appeals to me.

Biggest takeaway:
EXCELLENCE is not an “aspiration.” Excellence is the next five minutes.

Obvious, right? Anyway, selected highlights, my comments in [brackets]:

If you agree with the above [listening is important], shouldn’t listening be . . . a Core Value?
“We are Effective Listeners – we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth” – or some such
[Again, obvious, and yet the only time I've ever known "listening" to be an evaluation factor was in kindergarten and first grade.]

What about Listening?
Or negotiating?
Or hiring?
Or promoting?
Or giving help?
Or asking questions?
Or expressing appreciation?
Or …
All these latter items, and many more such as “giving help” and “apologizing” and “conducting meetings’” are what managers … DO FOR A LIVING. Each of these arenas are vital to leaders’ effectiveness—or ineffectiveness!
And on meetings...
Meetings are #1 thing bosses do. Therefore, 100% of those meetings [should have]:
EXCELLENCE.
ENTHUSIASM.
ENGAGEMENT.
LEARNING.
TEMPO.
[be a] WORK-OF-ART.
How many ineffective meetings have I sat through? Worse, how many ineffective meetings have I been responsible for? (I tried to not have them, but I'm sure I have contributed to the problem.)

[We all hear "service" as a core value]
Organizations exist to serve.
Period.
Leaders exist to serve. Period.
Service is a beautiful word.
Service is character, community, commitment.
(And profit.) [For private sector, obviously]
Service is a beautiful word.
Service is not “Wow.”
Service is not “raving fans.”
Service is not “a great experience.”
Service is “just” that –
SERVICE.
[Period}]

[And his Twitter-world summary]:
In Search of Excellence basics in 127 characters including quotation marks and spaces:
“Cherish your people, cuddle your customers, wander around, ‘try it’ beats ‘talk about it,’ pursue excellence, tell the truth.”
[Peters is big on Hewlett Packard's "Management by wandering around." (MBWA) I adapted that for me as "Management by walking about" because while I can wander, I usually do it with some purpose.}
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Statistics

Works
127
Also by
15
Members
8,225
Popularity
#2,940
Rating
½ 3.7
Reviews
64
ISBNs
314
Languages
17
Favorited
6

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