The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
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The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
In contrast, companies like Canon and Honda rely more on two-way communications such as dialogue, camp sessions, and drinking sessions (in fact, some companies use the word “nommunication,” which is a hybrid created by combining a Japanese word for drinking, “nomu,” with “communication,” to describe this kind of session) and make frequent use of me
... See moreHirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
40 percent of working hours in the materials management sections were spent on follow-up work caused by changes in product designs or production plans.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
The most intensive interaction between tacit and explicit knowledge occurs in the second phase. Once a shared mental model is formed in the field of interaction, the self-organizing team then articulates it through further continuous dialogue, in the form of collective reflection. The shared tacit mental model is verbalized into words and phrases,
... See moreHirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Known as the “eleventh commandment” within 3M, it says, “Thou shall not kill ideas for new products.”
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
They serve as the strategic “knot” that binds top management with front-line managers. They work as a “bridge” between the visionary ideals of the top and the often chaotic realities of business confronted by front-line workers. As we shall see later, they are the true “knowledge engineers” of the knowledge-creating company.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
More formally, each division has to comply with a corporate requirement that at least 25 percent of its sales must be derived from products that did not exist five years ago.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Externalization is, therefore, often driven by metaphor and/or analogy. Using an attractive metaphor and/or analogy is highly effective in fostering direct commitment to the creative process.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Bureaucracy and task force are two opposing organizational structures that have been around a long time. Bureaucracy, which is a highly formalized, specialized, and centralized structure, works well in conducting routine work efficiently on a large scale. The task force, on the other hand, is flexible, adaptive, dynamic, and participative, and is p
... See moreHirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Redundancy is important because it encourages frequent dialogue and communication. This helps create a “common cognitive ground” among employees and thus facilitates the transfer of tacit knowledge.