The problem I have is that Tom Peters is the same "intellectual" who continues to say less with more words that any other "business guru" on the lecture circuit.
Funny how often over the years he has been wrong with his McKinsey-like advice while the world changed under his feet.
Funnier is that the guy who skims the surface of everything, never digging down below one level is telling us hackers to act without realizing that this is one audience you can't bullshit.
Examples of Peters' charlatanism are everywhere. Just a few:
http://www.fastcompany.com/magazine/53/peters.html
http://www.sathnam.com/Features/31/tom-peters
http://www.amazon.com/Witch-Doctors-Making-Sense-Management/...
Essentially, you're upset that the man's predictions have often been wrong. Big whup. Show me one billionaire or nobel prize-winning scientist who hasn't been wrong hundreds of times and I'll show you a liar.
What you should get out of Tom Peters' manic style is, if anything, that you should always question business as usual because shit is going to keep changing. That's it. If you're taking his (or anyone else's) advice as a prescription for how you should think, act, or feel - you're a fool. Advice should merely serve as fodder for thinking, for shocking us out of doing things just because we've always done them that way.
If you form your own opinions, there's no need to go foamy at the mouth when someone else's turn out to be wrong.
Maybe not.
But then again, this is a guy who has built an entire career (and industry, in fact) on exactly the opposite of what most of us practice here at hn.
While we build, he talks.
While we test, he guesses.
While we ask, he tells.
When we're right, we deliver value, When he's right, people just say, "Of course."
When we're wrong, shit stops working. When he's wrong, the PHBs still keep writing him checks.
When the emperor isn't wearing any clothes, someone should say so. Especially here.
Everyone who at least once tried to participate in a mountain expedition should know that planing is useless. Everything is changing each half of hour, and what you do is adapting and correcting your assumptions on the go.
Of course you need some preparation, like getting warm clothes and stuff, but what would you actually wear you will know only right before the moment you're leaving the camp.
And of course, you never know when. ^_^
Of course, there are limits on how much you can take, and planning can help determine those limits (so that you don't end preparing for the tail ends of a distribution of possible scenarios and end up carrying a heavy burden).
There is always a give and take relationship in preparing for possible scenarios and the resources one can afford to spend for those possibilities.
Moreover, planning if it was about top-down time-scheduling is useless, because you cannot foresee anything.
What most programmers do - it is like a planning an expedition without any experience using lonely-planet and internet for estimations - just a wasting of a time.
No amount of planning can replace your own personal experience, but with a lot of experience you don't need planing - you're just doing.
Idea(s) Plan(s) Action(s)
Of course, the trick is to know when to switch from one to the other. Generally, I like to take an idea (or ideas) and think about them for a while. When I feel vaguely comfortable that there are no obvious roadblocks, start planning. When I'm vaguely comfortable there are no subtle roadblocks, it's time for action. If you hit a roadblock, it's back to the ideas phase.
This strategy keeps you moving forward, bring fresh information quickly, and avoids most roadblocks before they waste any time.
Depending on the scope of the idea, the planning could be anywhere from minutes to days. Scope and complexity also change whether the planning happens purely in my head, or requires some typing to get everything clear.
Luckily, life usually gives us ideas while we're working on something else, so there's time to think about an idea for a while before you even have time to take action, which gives some planning time.
A small company cannot afford to do planning like that of a billion dollar company.
A billion dollar company cannot afford to plan like a small company (that is, not do much of planning). And for both, the folly always is in waiting for completing the perfect plan, before acting, because there is nothing such as the perfect plan.
Note: 'Afford' as not just in money terms, but the risk of taking the extra time to plan.
The knowledge that we get ideas while doing is important.
So if you want some free advice, I would stick to using real words unless your neologisms can add a lot more value than they are here.
My half-serious takeaways are: Peters mistakes overplanning and over-complexifying for systems thinking.
Some things really are complex. They stretch the boundaries of Einstein's idea that things should be as simple as possible but no simpler.
Anyone who thinks rapid prototyping is "play" hasn't been in a high-intensity production environment.
Peters is a popularizer but he sure can get the mental blood flowing.
You can't define a minimum viable product with which to start prototyping without some good planning/thought.
Perhaps to belabor the analogy, part of getting ready to fire is some amount of aiming.
The rap (deserved or not) on Microsoft is that it does the worst of both overplanning and then releasing products (prototypes?) that the customers have to "test". Slow-prototyping?
I like Bloomberg's quote, "We act from day one..."
The oil hunting analogy shows Peters' basic idea flaw because in order to drill test wells you have to read maps and study. Plus lack of planning can get very expensive in that field.
Was it Beckett who said, "Fail better." Even that requires planning along with the experience.
Attributing the loss of the House to "Hillary care" is solidly in the "dumb-simplifier" category.
Good enough depends on very intelligent implementation and feedback. Going off half-cocked is fine if the foreplay is effective. :-)
There is a difference in writing in which all your rapid prototyping is done in your drafts than in putting out an under-developed product. Although there are some experiments with crowd-sourcing writing too.
I liked this submariner catch-phrase, "Water in the people tank."
One comment said: Life is what happens to you while you're busy making other plans." John Lennon My thought was, "So is death."
Ah lazy Sunday mornings.
It just that big successes more often come from people with lots of ideas and lots of experimentation as opposed to people who pick relatively unambitious careers and rotely execute day after day.
I don't know how the term is used in management consulting circles. Perhaps "systems thinking" has nothing to do with either systems or thinking, and it's just the latest buzzword that management consultants use to carry on selling what they always have. But if that were true, it would surely say more about management consulting than about systems thinking.
Exploration > Planning