Sublime
An inspiration engine for ideas
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
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
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The intelligence of a corporation does not come from the president nor top management. That must come from the gathering of all knowledge of all members. A big organization is separated into many sections. If that organization does not have the system to integrate the knowledge of each section, the newly created knowledge would be poor. Each sectio
... See moreHirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Organizational knowledge is also created through an interactive process.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Much of the knowledge about production which Nissan has so painstakingly built up over the past several decades can, of course, be put into words and numbers. But much of it is locked up within the brains of individuals. (Nonaka, 1992, p. 28)
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Japanese engineers learned how to externalize tacit knowledge into explicit knowledge, and internalized it. American engineers learned how to socialize tacit knowledge from interaction with other people or direct experience on-site, and internalized it. Discovering and remedying weaknesses, both at the individual and organizational levels, hold the
... See moreHirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
At Apple Computer, for example, when product development engineers come up with ideas for new products, they build a prototype that embodies those ideas and bring it directly to customers to seek their reaction. Depending on the reaction or feedback, a new round of development may be initiated.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Once the importance of tacit knowledge is realized, then one begins to think about innovation in a whole new way.