How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies.
To an outsider, Toyota is hard to understand. The company moves forward gradually while also advancing in big leaps. It is frugal with its resources while spending extravagantly on people and projects. It is both efficient and redundant.
You hear a lot about “agile innovation” these days. Teams using agile methods get things done faster than teams using traditional processes. They keep customers happier. They enjoy their work more. Agile has indisputably transformed software development, and many experts believe it is now poised to expand far beyond IT. Ironically, that’s where it began - outside of IT.
The Toyota Production System may be one of the world's most-vaunted management approaches, but it isn't the only reason for the company's success. A new study reveals that Toyota�s culture of contradictions generates innovative ideas and allows the company to pull ahead of competitors - sometimes incrementally, sometimes radically.
How CEOs can learn practical wisdom to help them do what’s right for their companies – and society.