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Competitiveness of Japanese Competitiveness of Japanese Companies and Industries: Companies and Industries: Implications for ThailandImplications for Thailand
Competitiveness of Japanese Competitiveness of Japanese Companies and Industries: Companies and Industries: Implications for ThailandImplications for Thailand
Hirotaka TakeuchiHitotsubashi University
Graduate School of International Corporate Strategy (ICS)
World Bank Institute SeminarMay 19, 2006
Bangkok, Thailand
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
A Once - in - 200 - years Change Is Taking Place
Industrial Society
Knowledge Society
©Hirotaka Takeuchi, 2006
The Next Society will be The Next Society will be a knowledge society. a knowledge society.
Peter F. DruckerPeter F. Drucker20022002
4 ©Hirotaka Takeuchi, 2006
Knowledge will be Knowledge will be its key resource…its key resource…
©Hirotaka Takeuchi, 2006
5©Hirotaka Takeuchi, 2006
The Means of Production Set the Two Societies Apart
Industrial Society
Knowledge Society
•Machinery•Robots•Assembly line
“HEAD” and “HAND” of every employee
6©Hirotaka Takeuchi, 2006
“Explicit Knowledge” and “Tacit Knowledge”
Explicit Knowledge( HEAD )
Tacit Knowledge( HAND )
Words Numbers Data Formula Sound Pictures
5 Senses Experience Insight, hunch, intuition Emotions, feelings Ideals, beliefs, values
7©Hirotaka Takeuchi, 2006
8©Hirotaka Takeuchi, 2006
9©Hirotaka Takeuchi, 2006
Top Three Most Frequently Cited Publications
Ranked by Straight Count
Rank Author/s Publication (Year) Score
1. Nonaka & Takeuchi The Knowledge-Creating Company
(1995) 122
2. Davenport & Prusak Working Knowledge (1998) 58
3. Stewart Intellectual Capital (1997) 55
10©Hirotaka Takeuchi, 2006
Top Three Most Frequently Cited Authors
Ranked by Straight Count
Rank Author/s Current Affiliation Score
1. Nonaka, I. Hitotsubashi Univ. ICS (Japan) 306
2. Davenport, T.H. Babson College (U.S.) 218
3. Takeuchi, H. Hitotsubashi Univ. ICS (Japan) 128
3. Bontis, N. McMaster Univ. (Canada) 128
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
20©Hirotaka Takeuchi, 2006
Breath of “Ah-Un”
21©Hirotaka Takeuchi, 2006
The Knowledge Conversion Process (1)
Tacit
Explicit
22©Hirotaka Takeuchi, 2006
SECI:The Knowledge Conversion Process
SocializationEmpathizing
ExternalizationArticulating
Ex
plic
it
CombinationConnecting
Explicit
InternalizationEmbodying
Ta
cit
Tacit Tacit
Ex
plic
it
Explicit
Ta
cit
TacitTacitKnowledgeKnowledge
ExplicitExplicitKnowledgeKnowledge
ExplicitExplicitKnowledgeKnowledge
23©Hirotaka Takeuchi, 2006
24©Hirotaka Takeuchi, 2006
新しい「知」を創造するには…②
(Individual)
(Group)
(Organization)(Community)
The Knowledge Conversion Process (2)
25©Hirotaka Takeuchi, 2006
新しい「知」を創造するには…②Japanese Approach to Knowledge (1)
A company is viewed as a living
organism rather than a machine for
information processing
26©Hirotaka Takeuchi, 2006
新しい「知」を創造するには…②Japanese Approach to Knowledge (2)
Knowledge is defined as “a
dynamic process of justifying
human belief toward the truth”
27©Hirotaka Takeuchi, 2006
新しい「知」を創造するには…②Japanese Approach to Knowledge (3)
Tacit knowledge is emphasized
over explicit knowledge, which
is seen as the tip of the iceberg
28©Hirotaka Takeuchi, 2006
新しい「知」を創造するには…②Japanese Approach to Knowledge (4)
Self-organizing teams are recognized
as playing a key role in facilitating a
dynamic and intensive interaction
among team members and providing
a shared context for everyone
29©Hirotaka Takeuchi, 2006
新しい「知」を創造するには…②Japanese Approach to Knowledge (5)
Middle managers are seen as
knowledge engineers who resolve
the contradiction between top
management and the front line
30©Hirotaka Takeuchi, 2006
Middle-up-down Knowledge-creation Process
Solvingcontradiction
ContradictionCross-leveling of Knowledge
Reality (What is)
(Top)
Mid-range theory
(Middle)
Grand Theory (What ought to be)
(Front-line)
31©Hirotaka Takeuchi, 2006
新しい「知」を創造するには…②Japanese Approach to Knowledge (6)
Knowledge is acquired from the
outside and utilized effectively to
amplify the knowledge spiral
32©Hirotaka Takeuchi, 2006
Internal BA
Individual contexts are shared at Ba, and the shared contextand individual contexts expand themselves through such interaction
Ba
Individual Individual ContextContext
Knowledge
Individual Individual ContextContext
Shared ContextShared Context
33©Hirotaka Takeuchi, 2006
34©Hirotaka Takeuchi, 2006
35©Hirotaka Takeuchi, 2006
36©Hirotaka Takeuchi, 2006
External BA
Customer Government
Supplier
CompetitorFirm
University
LocalCommunities
First Professional Road Racing TeamShimano-Frandria(Belgium)in 1973
Sponsoring of Racing Team
Totally against the existing common sensesNothing but Don’ts
Totally against the existing common sensesNothing but Don’ts
Champion in 2004 Lance Armstrong ( USA) (Winner of 6th consecutive TdF 1999-2004)
Sponsoring of Racing Team
43©Hirotaka Takeuchi, 2006
Containing paradoxes
Cultivating contradictions
Embracing dualities
Containing paradoxes
Cultivating contradictions
Embracing dualities
新しい「知」を創造するには…③The Essence of Knowledge Creation Lies in Embracing Opposites
Tyranny of the “OR” and
the genius of the “AND”
Tyranny of the “OR” and
the genius of the “AND”
44©Hirotaka Takeuchi, 2006
Knowledge – creating Companies Are Dialectic Companies
Thesis Antithesis
Synthesis
“Dialectics” at U.S. Marines“Dialectics” at U.S. Marines
Source: Freedman, D.H., Corps Business: The 30 Management Principles of the U.S.Marines, Harper Business, 2000
Embracing paradoxDealing with complex environments calls for a nonsimplistic, non-extreme mindset, and the tension between traits can provide the needed subtlety and variation in outlook.
Cultivate opposing traitsA need to risk failure / A need to succeed
Being empowered / Respecting the hierarchy
Having well-defined plans and processes / Needing to improvise
Being disciplined / Being creative
Having a core job / Handling different functions
Carefully analyzing / Acting quickly
Having to compete against other Marines
Having to place their success above your own/
©Hirotaka Takeuchi, 2006
46©Hirotaka Takeuchi, 2006
East / West
Practice / Theory
New / Old
Small / Large
Cooperation / Competition
Public / Private
Have’s / Have-not’s
“Dialectics” at Hitotsubashi ICS“Dialectics” at Hitotsubashi ICS
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
Great Thinkers
©Hirotaka Takeuchi, 2006
Great Lovers
©Hirotaka Takeuchi, 2006
52©Hirotaka Takeuchi, 2006
in One Person“Intellectual Muscle”
in One Person“Intellectual Muscle”
53©Hirotaka Takeuchi, 2006
Change in the Source of Competitive Advantage of Japanese Firms
Industrial Society
Knowledge Society
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
56©Hirotaka Takeuchi, 2006
New Learning about Competitiveness of Japanese Firms
OperationalOperationalEffectiveness Effectiveness OperationalOperationalEffectiveness Effectiveness
Strategic Strategic PositioningPositioningStrategic Strategic PositioningPositioning
Doing things betterbetter
OEOE
Doing differentdifferent things
SPSP
©Hirotaka Takeuchi, 2006
58©Hirotaka Takeuchi, 2006
Japanese Companies Established the World Standard on OE
OperationalOperationalEffectivenessEffectivenessOperationalOperationalEffectivenessEffectiveness
Best practicesBenchmarkingZero defectsLean productionOutsourcing
TQMKaizenKanbanSpeed
60©Hirotaka Takeuchi, 2006
OE is Necessary to Achieve Superior Sustainable Profitability, but NOT Sufficient
OperationalOperationalEffectivenessEffectivenessOperationalOperationalEffectivenessEffectiveness
Competitive Convergence
Absolute, but not relative improvement
A “must” or a “given”
61©Hirotaka Takeuchi, 2006
The Key to Achieving SSP Lies in SP
Doing different things from others
Choosing “what not to do”
Strategic Strategic PositioningPositioningStrategic Strategic PositioningPositioning
(SSP: Superior Sustainable Profitability)
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
©Hirotaka Takeuchi, 2006
69©Hirotaka Takeuchi, 2006
Role of Government in the Knowledge Economy
Encouraging innovation
and entrepreneurship
70©Hirotaka Takeuchi, 2006
10.4%
11.3%
12.1%
12.2%
12.5%
15.1%
16.6%
20.1%
27.1%
43.2%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0%
Machinery - Industrial & Commercial
Photographic Imaging Equipment & Supplies
Tires & Inner Tubes
Soap, Detergents & Cleaning Preparations
Motorcycles, Bicycles & Related Parts
Surgical, Medical & Dental Instruments
Computers, Computer Peripherals & OfficeEquipment
Toiletry & Cosmetic Products
Drugs-Medicinal Chemicals
Toys, Games & Sporting Athletic Goods
Top 10 manufacturing performers (ROIC)in Japan
ROIC
71©Hirotaka Takeuchi, 2006
Top 10 service (excluding Financial Services) performers (ROIC) in Japan
ROIC
83.6%
26.2%
23.7%
22.6%
21.8%
16.7%
15.7%
15.6%
15.2%
15.1%
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
Management, Consulting, Accounting &Engineering Services
Retail - Miscellaneous including SpecialtyRetail Services
Retail - Eating and Drinking Venues
Business Service - Computer & DataProcessing
Prepackaged Software*
Business Service - Buildings includingSecurity
Retail - Apparel & Accessory Stores
Retail - Food Stores
Transportation Services
Internet Service Providers*
* Denotes industry sets added by author.
Hard-to-imitate Hard-to-imitate innovations are innovations are
based onbased ontacit knowledgetacit knowledge
©Hirotaka Takeuchi, 2006
73©Hirotaka Takeuchi, 2006
Hard-to-imitate Innovation Examples
Canon Mini-copier
Matsushita’s bread-making machine
Canon Mini-copier
Matsushita’s bread-making machine
Jeff Immelt (GE):Jeff Immelt (GE):
““Abyss called Abyss called commodity hell”commodity hell”
©Hirotaka Takeuchi, 2006
Crisis is the Crisis is the mother of mother of innovationinnovation
©Hirotaka Takeuchi, 2006
76©Hirotaka Takeuchi, 2006
Internal BA
Individual contexts are shared at Ba, and the shared contextand individual contexts expand themselves through such interaction
Ba
Individual Individual ContextContext
Knowledge
Individual Individual ContextContext
Shared ContextShared Context
77©Hirotaka Takeuchi, 2006
External BA
Customer Government
Supplier
CompetitorFirm
University
LocalCommunities
Innovations are made, Innovations are made, not born.not born.
©Hirotaka Takeuchi, 2006
79©Hirotaka Takeuchi, 2006
Knowledge – creating Companies Are Dialectic Companies
Thesis Antithesis
Synthesis
CompaniesCompaniesdon’t innovate; don’t innovate;
people do.people do.
©Hirotaka Takeuchi, 2006
81©Hirotaka Takeuchi, 2006
in One Person“Intellectual Muscle”
in One Person“Intellectual Muscle”
Tom Friedman:Tom Friedman:
“ “Key to innovation Key to innovation is is talent”talent”
©Hirotaka Takeuchi, 2006
ConnectednessConnectedness
Open SourcingOpen Sourcing
Collaboration/co-creationCollaboration/co-creation
©Hirotaka Takeuchi, 2006
War for TalentWar for TalentWar for TalentWar for Talent
War for CapitalWar for CapitalWar for CapitalWar for Capital
War for IdeasWar for IdeasWar for IdeasWar for Ideas
©Hirotaka Takeuchi, 2006