Articles

Forecasting, Operations and Planning

How Do You Know If You Need A Sales Manager?<Read>

Did We Throw Away Cash on Bad Software <Read>

Lean: Proven Techniques or Half Baked “Baloney” <Read>

Sales, Leadership & Sales Leadership

Consultant’s Dilemma <Read>

Peer to Peer Relationships <Read>

Learning Point of View <Read>

Marketing & Lead Generation

Stuck in the Mud <Read>

Minnesota Nice Voice Mail = Worthless <Read>

The 8 Disciplines of the Value-Added Leader

Business Efficacy has discovered the common elements of effective sales leadership. Download their eBook to discover the 8 Disciplines of the Value-Added Leader.

Tom Peters Stuff (Yes, I have permission)

On 24 January 2006, Tom spoke to a group at GE Energy, and he posted seven PPTs and two PDFs for the occasion. Among them were a PowerPoint presentation titled 89 Ridiculously Obvious Thoughts About Selling Stuff, and a PDF document titled “90 Ridiculously Obvious Thoughts on Selling.” By 28 January, four days later, the piece had grown into “111 Ridiculously Obvious Thoughts on Selling,” and made available on our website as a simple PDF. It was then picked up by our friends at ChangeThis to be produced as a manifesto. Thus, Tom’s collection of sales theorems evolved into its final form, which you find below.

Recession or no recession, deep recession or not, the challenge to add more and more value grows, and the importance of innovation, and a culture of innovation, grows exponentially. A “culture of innovation” covers “everything.” There is no half way. There of course are “first principles.” Or are there? I started a list of “stuff” that’s imperative to creating an innovative enterprise. The list of 10 or so grew to 25, than 45, and at the moment includes no less than 121 “tactics.” Of course you can’t do all of them. Or must you? Well, you can’t do all 121, or maybe even half that number, or less, but the absence of any one or two or three or six weakens and perhaps even imperils the entire structure; that is, we are talking overall about an abiding “culture of innovation,” and it takes a thousand signals roughly aligned to establish it and, especially, keep it in place.