| 1.
Images of Japanese corporate presidents |
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|
| (1) |
Priorities
in management
1st: profit; 2nd: customer satisfaction; 3rd: employee satisfaction—profit
and customer satisfaction were prominent. |
| |
|
| (2) |
Type
of president
65% were bureaucracy-type presidents. 79% agreed that “society
is analyzable.” |
| |
|
| (3) |
Actions
and perspectives of presidents
The actions and perspectives of the average president were
found to be as follows. |
| |
|
|
| (i) |
Strong consciousness
of management supported by visions, ideals, and
concepts |
| (ii) |
Low tendency
to incorporate success stories, BP (best practice),
and external knowledge into management |
| (iii) |
Judging
from the findings of (i) and (ii), low capacity for
learning across space and time |
| (iv) |
Strong tendency
to utilize and accumulate in-house resources, such as
on-site experiences, profitability and strategy plans,
spontaneous creation of knowledge |
|
| |
|
| 2.
Relationship between actions and perspectives, and results |
|
|
|
(1)
|
To
induce results from actions and perspectives, the principles
of vision, ideals, and spontaneous creation of knowledge
must first be upheld. |
| |
|
| (2) |
Based
on those principles, it is necessary to reinforce areas in
which Japanese corporate presidents are especially weak, namely
their orientation toward the utilization of external knowledge,
success stories, and BP. |
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|
| 3.
Outstanding presidents (proposals for presidents) |
|
|
| (1) |
Presidents
who are able to produce excellent results have a management
vision based on their own philosophy of life upon which they
set the scene for bringing together diverse knowledge in their
company to develop their unique management resources. Such
presidents possess lofty social visions and are committed
to spreading and realizing those visions by searching for
the essence of management and sharing their outlook on life. |
| |
|
| (2) |
They
also aim to accumulate knowledge assets unique to their company
by creating opportunities to hold dialogues with unusual talents
and exchanges among sectors, and by guiding their employees
toward innovative work or work that would give them a positive
experience. |
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|
| (3) |
Furthermore,
distinguished presidents regard success stories in their company
as their intellectual assets. They are executives who treasure
the knowledge of processes and actions that vividly exist
in all kinds of circumstances. |
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|
| (4) |
From
this standpoint, they try to redefine their knowledge within
the larger context by actively utilizing learning results
of other companies as well as external knowledge. The mobilization
and integration of this broad knowledge are what leads to
management that produces results. |
| |
|
| (5) |
The
real essence of knowledge cannot be attained through a theory
and analysis-oriented management that places importance on
“standardized knowledge,” nor an on-site experience-oriented
management that emphasizes “implicit knowledge.”
Companies with such slanted management would find it difficult
to survive in an industrial society based on knowledge. |
| |
|
| (6) |
Corporate
presidents are expected to examine the patterns of their actions
and thoughts and shift their perspective toward those which
have most impact on producing results. |
