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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
amazon.com
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
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Tech-enabled Network of Teams over Individuals and interactions over processes and tools
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The challenge is to structure one’s workflow in a way that insight and new ideas can become the driving forces that push us forward. We do not want to make ourselves dependent on a plan that is threatened by the unexpected, like a new idea, discovery – or insight.
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Like Steven Spear describing the Toyota environment as a community of scientists in The High-Velocity Edge, an organization that only Plans and Does can never really improve.
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Like Steven Spear describing the Toyota environment as a community of scientists in The High-Velocity Edge, an organization that only Plans and Does can never really improve.