Tom Peters Quotes

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.

Moving with the times is an important idea for strategy today.

The whole idea behind virtual integration is that it lets you meet customers' needs faster and more efficiently than any other model. With vertical integration, you can be an efficient producer - as long as the world isn't changing very much.

As an entrepreneur, I've learned how crucial it is to be able to call a spade a spade and avoid falling in love with a particular strategy or product. Instead, you need to let the customer tell you what she needs - and to change her as she changes.

There is the opportunity to do more and better if you're smaller and more nimble.

You can't get married to any one particular plan. That is the biggest lesson I learned at PayPal.

You have to be fast on your feet and adaptive or else a strategy is useless.

We can reorient our products and business strategy because we are an agile organisation.

You have to be very fast-thinking, creative, and mobile. It is key to making a business move.

What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.

… in an age of accelerating change, when even the most sophisticated skills are quickly outdated, we will find many allies in the developing world who are coming to understand that the most important skill anyone can learn is the ability to go on learning.

You should never make alliances with a decadent nation like France and a semi-barbarous nation like Russia

Responding to Britain's future challenges will require unceasing agility in seeking out new alliances and refurbishing old ones inside Europe, not just outside it.

The way deals are done, every idea is looked at 50 different ways. Now, the market continues to change all the time. And we are always looking at everything in evaluating how it fits with our strategy.

Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.

The external world is changing drastically, and enterprises and products will have a short lifecycle if they don't change. So we have to react to market trends. Nothing lasts forever in today's world.

I think I've changed my business strategy every year since 2003. You have to be watching the horizon constantly. The rug has been pulled out from under our feet so many times.

Yes, our competition may have significantly more engineers or significantly more R&D investment. On the other hand, we have significantly more freedom. We have the freedom to innovate.

You never know where your career will take you. A competitor in the market could suddenly become an unlikely partner. Be flexible, keep your slate clean, and stay open to unlikely collaborations.

I do believe it is important to be future-ready with a portfolio to be able to deal with however the market evolves. This is better than just forecasting accurately but in having the weapons ready to deal with the uncertainties.

You don't know what's going to happen in our business a year from now... so you have to be flexible and adaptable, and that's what we try to do.

You have to be adaptable. I don't think you can go into a game with any fixed plan.

You change your business plan to anticipate and adapt to changes in the marketplace.

Being a smaller, nimbler company is better for our customers, employees and shareholders.