Points of view and news
There is not one day without news on the front of autonomous driving. But things appear now to be clearer with 2 schools of thought. The two giant companies Toyota and Google, leading their relative businesses, are representative of those 2 schools. From Toyota’s and most carmakers’ point of view, autonomous car will come step[…]
Starting in 2009, Toyota was hit by one of the biggest series of recalls in the automotive history. Even though it was later proven that there was no intention from Toyota to hide anything and that eventually it was established no defect affected the electronics of the car, the damage to the company’s reputation and business[…]
We regularly read or hear from renowned economists how the digital revolution to come will destroy jobs and keep GDP growth depleted. Among those economists are the 3 French Thomas Piketty, Daniel Cohen and Patrick Artus. All 3 have described in recent books a world that is becoming unfair, difficult, and according to them, the[…]
2 major new cars are introduced this year. Toyota Mirai –future in Japanese- is the first production model with a fuel-cell power train fuelled by hydrogen and only emitting water. Renault Kwid is the cheapest modern attractive product ever developed. Both impressive outputs, results of the best of the know-how of the 2 brands are[…]
Why disruption will make the third road of management the best way for organizations to grow. Example of mobility and automotive companies: If in current conditions, organizations using all sources of ideas, thinking and acting globally and locally, and giving more freedom for quick implementation are more efficient. What will it be under future technical and[…]
Based in their HQs in Japan, GG was an executive at Nissan (early 2000s) and Toyota (early 2010s) when both companies lived through the most important turnarounds in their history. The book to come will share his key learning points from these unique experiences, which all Japanese, and ultimately global, firms can adopt. Among many[…]
All people who have graduated an MBA (there are more than 200 000 every year in the world) or a business school have studied the theory of strategy and marketing. One of the most famous author and professor at Harvard, Michael Porter formalized the theory of strategy. What is strategy? Basically there are two[…]
As child my first experience of Japanese culture was the Judo class my parents put me in when I was 10 years old. Judo means in Japanese the road of flexibility (柔道). 2 years later, facing a total lack of progress, partly due to a very rigid body, I gave up Judo. This was my[…]
Let’s be optimistic! For the first time in the history of humanity, we are less than a generation away from having solved most of the issues human has been facing since the beginning of times. And it is not science fiction! If human kind does not mess it up, in less than 30 years and[…]
Why value creation is becoming more important than before and if cost control remains necessary, it cannot be sufficient alone. As we saw in a previous post, the long-term sustainability is based on the combination of the ability to control costs and to create value. We saw that value of a service or product[…]
Why this home page? The world has changed and change is just accelerating. This requires a new way of managing global organizations.
There are two schools of thought. The first one, widespread in Japanese companies, relies on permanent operational improvement and independence left to each function and region in a bottom-up way. The other one, mainly taught in most MBA’s, tells us that a limited number of look alike informed people, under the leadership of a C suite executive, decide the strategy of the organization in a top-down way.
Both ignore the fact that the world has become more global and complex at the same time. Customer trends are more homogeneous globally and heterogeneous locally.
There is a different way of managing a global organization that ensures the consistency and alignment of the teams through a strong strategy and the flexibility of the bottom-up approach with initiative taking of each actor.
I have experimented it as an actor and as a leader.
The third road of management combines indeed the strengths of the existing schools of thought. In this new way of operating where the global strategy is crowd-sourced from the teams who will have to execute and the final decision is left to them. It is what we call the “Freedom within a Frame” principle where the frame is collectively defined and the freedom left to the ones who execute.
This principle is based on three beliefs
1. Value creation is more important than cost control alone and emerges from everywhere.
2. People want to be empowered and are much stronger if they are part of the big picture
3. Future winners will need to have a strong global differentiation and high level of flexibility at the same time.
As it is a crowd sourcing and collective approach, it is a learning process and I am therefore expecting as much feedback as possible. Eventually we will write a book on this revolutionary approach.
Thanks for you interest.