8 Lessons from In Search of Excellence

In Search of Excellence is an international bestselling book written by Tom Peters and Robert H. Waterman Jr. It is one of the biggest selling and most widely read business books ever. The book explores the art and science of management used by leading companies with records of long-term profitability and continuing innovation. 

*      A bias for action, active decision making – ‘getting on with it’.

*      Close to the customer – learning from the people served by the business.

*      Autonomy and entrepreneurship – fostering innovation and nurturing ‘champions’.

*      Productivity through people – treating rank and file employees as a source of quality.

*      Hands-on, value-driven – management philosophy that guides everyday practice – management showing its commitment.

*      Stick to the knitting – stay with the business that you know.

*      Simple form, lean staff – some of the best companies have minimal HQ staff.

*      Simultaneous loose-tight properties – autonomy in shop-floor activities plus centralised values. 

Source: http://en.wikipedia.org/wiki/Main_Page 

——-||||||Effective Quotations by Great Thinker||||||——- 

 Gearge Bernard Shaw:::Mahatma Gandhi :::Peter F. Drucker

Warren Bennis ::: Jack Welch ::: Narayan Murthy


One Response to “8 Lessons from In Search of Excellence”

  1. Ben Simonton Says:

    Although Peters was a very successful author measured by how many books he sold, it is most interesting that in his fourth book he admits that if one followed what he said to do in his first three books you would not be better off.

    Tom Peter’s methods are rooted in the top-down command and control model which is the cause of our workplace problems, not the solution. Why? Because that model naturally creates distrust, disrespect, frustration, stress and a resistance to change.

    No one likes to take orders from anyone, but especially from managers who know far less about what it takes to do the work than those in the workplace who are doing it. The top-down model requires those with the least knowledge to direct the actions of those with the most knowledge, a recipe for failure.

    Top-down demeans, disrespects and demotivates employees causing them great frustration and stress. This is the primary cause of low productivity and employee distress.

    To read how I extricated myself from the clutches of this model, go to


    Best regards, Ben
    Author “Leading People to be Highly Motivated and Committed”

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