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Second, companies need to make sure that a self-organizing project team is overseeing the new-product development process.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Then one day, one of the developers came in with a Harvard Business Review paper from 1986, written by two Japanese business professors, Hirotaka Takeuchi and Ikujiro Nonaka. It was titled, “The New New Product Development Game.” Takeuchi and Nonaka had looked at teams from some of the world’s most productive and innovative companies: Honda, Fuji-X
... See moreJeff Sutherland • Scrum
Second, the story of the Honda City suggests how new knowledge always starts with an individual—Hiroo Watanabe in this case—and how an individual’s personal knowledge is transformed into organizational knowledge valuable to the company as a whole (i.e., Tall Boy).
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Top-management concepts become the operational conditions for middle managers, who will decide on the means to realize them. The middle managers’ decisions, in turn, constitute the operational conditions for front-line employees, who will implement the decisions.
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
These archetypes equally modeled themselves off of someone else that inspired them. Steve was obsessed with Edwin Land, the founder of Polaroid. He would even take the “intersection of t... See more
Reggie James • A Land Without Giants
In the West, where companies are laying off middle managers by the thousands, the very term “middle manager” has become almost a term of contempt, synonymous with “backwardness,” “stagnation,” and “resistance to change.” Yet we are arguing that middle managers are the key to continuous innovation. We disagree with the assessment of some of the lead
... See moreHirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
He insists that what executive management needs is not managerial theory, but rather a philosophy on how to guide an organization.