Liberation management

PETERS T., Liberation management. Sperling & Kupfer, 1992

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CONTENTS

Part 1 – Necessary disorganization: the new exemplars
1.1. Toward fashion, fickle, ephemeral
1.2. EDS, the world’s largest project organization in the world’s zaniest industry : 72,000 smart people in bands of 10 equals $7.1 billion in revenue
1.3. Cable News Network: information as fashion, corporation as carnival
1.4. ABB Asea Brown Boveri: giant industrial company, small businesses, lean staff, big leverage through knowledge dissemination[/one_half_last]

Part 2 – Learning to hustle
2.1. Titeflex unplug the computer, unleash the Teamsters, and “Just do it”
2.2. Ingersoll-Rand : barbecues, drag tests, medieval warriors; and slowing down to speed things up
2.3. The Union Pacific Railroad : decimate the middle ranks, liberate the conductors, and launch a counterattack against the truckers

Part 3 – Information technology : more, and less, than promised
3.1. Computer nerds, as far as the eye can see
3.2. Information technology and organizing

Part 4 – Beyond hierarchy
4.1. Unglued organizations
4.2. Projects and professional service firms 1. : Cases in pursuit of a common denominator
4.3. Projects and professional service firms 2. : The fleeting “organization”
4.4. Projects and professional service firms 3. : Transformation
4.5. Projects and professional service firms 4. : On the way to projects for all
4.6. Basic organizational building blocks 1. : Every person is a businessperson
4.7. Basic organizational building blocks 2. : Self-contained work teams
4.8. The missing “X-factor” : trust — Basic organizational building blocks 3. : Market-scale units (Buckyborgs)
4.9. More market scale : independent, global, mighty, and SMALL
4.10. Networks 1. : Farewell vertical integration, welcome networks
4.11. Networks 2. : The world of the supersubs
4.12. Networks and markets 1. : A first look at “marketizing” the firm
4.13. Networks and markets 2. : The pursuit of power
4.14. Networks 3. : Life in networked organizations
4.15. The quest for metaphors IV : The imagery of dynamics and connectedness
4.16. Knowledge management structures 1. : Taking knowledge management seriously
4.17. Knowledge management structures 2. : Getting physical
4.18. Knowledge management structures 3. : Knowledge bases, expert systems, computer-augmented collaboration, and the potential of information technology
4.19. Knowledge management structures 4. : Developing and tapping expert power in the hierarchy-less organization
4.20. The trauma of buying into “horizontal,” “whole,” and “learning to learn”
4.21. Trust, respect, and the mindful organization
4.22. Beyond hierarchy

Part 5 – Markets and innovation : the case for disorganization
5.1. The exaltation of mess, or learning to love chance
5.2. Violent market-injection strategies
5.3. The market’s will be done : the mighty German mittelstand
5.4. “Marketizing’s ” imperatives 1. : Rethinking scale
5.5. “Marketizing’s ” imperatives 2. : Try it! Break it! Touch it!
5.6. “Marketizing’s ” imperatives 3. : Renegades and traitors, passion, arrogance
5.7. “Marketizing’s ” imperatives 4. : Loosening up
5.8. Own up to the great paradox : success is the product of deep grooves / deep grooves destroy adaptivity

Part 6 – Fashion! The transformation of positively everything
6.1. Fashion, diversity, the globe
6.2. Glow! Tingle! Wow! (Yuck!)
6.3. Follow the yellow brick road (to better instruction manuals)
6.4. Building “wow factories”
6.5. A special case of wow : an encompassing view of design
6.6. “Customerizing” : produced by, directed by…and starring – our customers