A Quote by Tom Peters

The widespread availability of information is the only basis for effective day-to-day problem solving, which abets continuous improvement programs. — © Tom Peters
The widespread availability of information is the only basis for effective day-to-day problem solving, which abets continuous improvement programs.
You cannot say that I get water to people. I don't physically do that. Through Araghyam, we support several NGOs across the country which are tackling the problem on a day to day basis.
When you improve a little each day, eventually big things occur. When you improve conditioning a little each day, eventually you have a big improvement in conditioning. Not tomorrow, not the next day, but eventually a big gain is made. Don't look for the big, quick improvement. Seek the small improvement one day at a time. That's the only way it happens - and when it happens, it lasts.
We may have a perfectly adequate way of doing something, but that does not mean there cannot be a better way. So we set out to find an alternative way. This is the basis of any improvement that is not fault correction or problem solving.
Practice the philosophy of continuous improvement. Get a little bit better every single day.
Investigation may be likened to the long months of pregnancy, and solving a problem to the day of birth. To investigate a problem is, indeed, to solve it.
Life is a continuous exercise in creative problem solving.
It is well known that "problem avoidance" is an important part of problem solving. Instead of solving the problem you go upstream and alter the system so that the problem does not occur in the first place.
I love efficiencies and I love solving big problems, and I love working with people who create efficiencies. I love creating efficiencies in my own life on a day-to-day basis.
Freedom only remains healthy if we think about the implications of what we do on a day-to-day basis.
Don't look for the big, quick improvement. Seek the small improvement one day at time. That's the only way it happens-and when it happens, it lasts.
There is a difficult transition in management from being the knowledgeable expert and the problem solver to becoming a process architect. The importance of good process in organizations is undervalued and people seldom get credited for putting good processes in place. It makes sense therefore that C-level executives don't want to delegate expertise and problem solving tasks which help them to "shine" and attract widespread recognition.
I think people are tired of just, this kind of continuous conflict. They want to see principled problem-solving.
So the problem for the poetic artist or the photographer is the common problem of continuous attentiveness, continuous attempts to notice what he is noticing, continuous alertness to catch himself thinking or seeing, devotional attentiveness to the world he's moving through.
I curse Microsoft at least once a day. I only curse Apple every other day. As I see it, that's a 100 percent improvement.
I think a day in your life on which nothing bad happens may be a wonderful day, but it probably isn't going to be the basis of a story.
When you are solving a difficult problem re-ask the problem so that your solution helps you learn faster. Find a faster way to fail, recover, and try again. If the problem you are trying to solve involves creating a magnum opus, you are solving the wrong problem.
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