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From its founding in 1986, the Tom Peters Co., based in Cincinnati, Ohio, waxed and waned with business cycles, with Peters promoting the company at varying levels of intensity. After the dotcom bust, Peters' high-risk, big-payoff consulting projects, which preached blowing up business-as usual, were less in vogue. The bulk of the company's business was in its safer leadership training, mostly using non-Peters material that emphasized behavioral assessment and leadership preparation. In 2004, Peters, who had moved his personal life from California to Vermont, decided that "it was silly to have a company in Cincinnati...
Where did this leave the Cincy crew? With 75% of the clients--if they could keep them--but no identity at all. "As president of Tom Peters Co.," says Gregg Thompson, Bluepoint's president, "I could walk into any executive office and be welcomed." On the other hand, prospects could feel threatened by Peters' destroy-to-create anthem and confused by his welter of enthusiasms...
They renamed the company Bluepoint and focused on leadership development. "We took Tom's advice to his clients," Parks says: " 'Do what you do better than anyone else.' For us, that's leadership training." Their first year was bumpy, with the partners logging lots of travel to reassure clients, most of which they kept, including Microsoft, Nike and New York Life. That assured clients like Mark Hoffman, a human-resources executive at St. Jude Medical. Besides, he says, "Tom Peters didn't offer what we wanted to do anymore...
...Peters factor cut deeper than the name. The company was filled with his adherents, including some who were itching to emerge from his shadow. "We weren't all trying to be mini--Tom Peters," says Parks, a 20-year veteran of the firm. "[But] some people in the organization had tom peters tattooed on their arm." In fact, some key players who had followed Peters into the company eventually followed him out. Ron Crossland stepped into the void but in January passed the management torch to Thompson while remaining as chairman...
Some faculty members at the meeting felt regulation was necessary. But Tom D. Hadfield ’08, an Eliot House representatives on the Undergraduate Council (UC), said that complete transparency was necessary...