Liberation management : necessary disorganization for the nanosecond nineties / Tom Peters.

Part 1. Necessary disorganization : the new exemplars. Toward fashion, fickle, ephemeral
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
Cable News Network : information as fashion, corporation as carnival
ABB Asea Brown Boveri : giant industrial company, small businesses, lean staff, big leverage through knowledge dissemination
Part 2. Learning to hustle. Titeflex unplug the computer, unleash the Teamsters, and "Just do it"
Ingersoll-Rand : barbecues, drag tests, medieval warriors; and slowing down to speed things up
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. Computer nerds, as far as the eye can see
Information technology and organizing
Part 4. Beyond hierarchy. Unglued organizations
Projects and professional service firms 1. : Cases in pursuit of a common denominator
Projects and professional service firms 2. : The fleeting "organization"
Projects and professional service firms 3. : Transformation
Projects and professional service firms 4. : On the way to projects for all
Basic organizational building blocks 1. : Every person is a businessperson
Basic organizational building blocks 2. : Self-contained work teams
The missing "X-factor" : trust
Basic organizational building blocks 3. : Market-scale units (Buckyborgs)
More market scale : independent, global, mighty, and SMALL
Networks 1. : Farewell vertical integration, welcome networks
Networks 2. : The world of the supersubs
Networks and markets 1. : A first look at "marketizing" the firm
Networks and markets 2. : The pursuit of power
Networks 3. : Life in networked organizations
The quest for metaphors IV : The imagery of dynamics and connectedness
Knowledge management structures 1. : Taking knowledge management seriously
Knowledge management structures 2. : Getting physical
Knowledge management structures 3. : Knowledge bases, expert systems, computer-augmented collaboration, and the potential of information technology
Knowledge management structures 4. : Developing and tapping expert power in the hierarchy-less organization
The trauma of buying into "horizontal," "whole," and "learning to learn"
Trust, respect, and the mindful organization
Beyond hierarchy
Part 5. Markets and innovation : the case for disorganization. The exaltation of mess, or learning to love chance
Violent market-injection strategies
The market's will be done : the mighty German mittelstand
"Marketizing's " imperatives 1. : Rethinking scale
"Marketizing's " imperatives 2. : Try it! Break it! Touch it!
"Marketizing's " imperatives 3. : Renegades and traitors, passion, arrogance
"Marketizing's " imperatives 4. : Loosening up
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
Fashion, diversity, the globe
Glow! Tingle! Wow! (Yuck!)
Follow the yellow brick road (to better instruction manuals)
Building "wow factories"
A special case of wow : an encompassing view of design
"Customerizing" : produced by, directed by...and starring - our customers
Afterword : Liberation management.