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Zusatztext Tom Peters Seth Godin! one of the world's most original thinkers! offers us a manifesto for change and growth. A landmark effort! equally valuable for individuals and enterprises. Informationen zum Autor Seth Godin Klappentext You can't embrace change any faster...can't make time for the synergy training workshop...can't deal with one more change management seminar. So stop changing. Evolve.Evolution can be unleashed in your organization, effortlessly and gradually changing everything in its path. By teaching your company to "zoom" -- embrace change without pain -- you'll have a company that evolves and ultimately attracts people who drive it to evolve even faster.In up or down markets, for companies in any industry, embrace the organic approach detailed in Survival Is Not Enough and you will always outperform the competition.Here's practical advice on how to make the chaos we all must deal with an asset, not a threat. Chapter 1: Change Change is out of our control, and the way we deal with change is outmoded and ineffective Our organizations assume that we live with a different, slower time cycle. Guillotine or Rack? My first job was cleaning the grease off the hot-dog roaster at the Carousel Snack Bar, near my home in Buffalo. Actually, it wasn't a roaster. It was more a series of nails that rotated under a light bulb. I also had to make the coffee and scrub the place clean every night. It very quickly became obvious to me that I didn't have much of a future in food service. I didn't have to make many decisions in my job. And the manager of the store didn't exactly look to me to initiate change. In fact, she didn't want anyone to initiate change. (My suggestion that we branch out into frozen yogurt fell on deaf ears, as did my plea that it would be a lot cheaper to boil hot dogs on demand than to keep them on the rack under the light bulb all day.) Any change, any innovation, any risk at all would lead to some terrible outcome for her, she believed. After I set a record by breaking three coffee carafes in one shift, my food-service career was over. I was out on the street, unemployed at the tender age of sixteen. But from that first job, I learned a lot -- and those lessons keep getting reinforced. Just about every day, I go to a meeting where I meet my boss from the snack bar. Okay, it's not really her. But it's someone just like her: a corporate middle-person who's desperately trying to reconcile the status quo with a passionate desire to survive. My boss didn't want to jeopardize her job. She viewed every day and every interaction not as an opportunity but as a threat -- a threat not to the company but to her own well-being. If she had a mantra, it was "Don't blow it." In her business, she faced two choices: to die by the guillotine, a horrible but quick death, or to perish slowly on the rack -- which is just as painful a way to go, if not more so, and guaranteed to leave you every bit as dead. But in her nightmares, only one of those two options loomed large -- the guillotine. I have to admit it. I have the same dream. Have you ever spent a night worrying about what your boss (or your stockbroker or a big customer) is going to say to you at that "In her business, she faced two choices: to die by the guillotine, a horrible but quick death, or to perish slowly on the rack -- which is just as painful a way to go, if not more so, and guaranteed to leave you every bit as dead." meeting the next morning? Have you ever worried about some impending moment of doom? That's fear of the guillotine. But almost no one worries about the rack. We don't quake in our boots about a layoff that's going to happen two years from now if we don't upgrade our computer systems before our competition does. We're not afraid of stagnating and dying slowly. No, we're more afraid of sudd...
