...they are manifestations of a business model that embodies the effective shift from command and control (tell people what to do, removed from the gemba, and seek compliance) to the directed engagement of each individual pursuing answers to questions that they own.
Taken together, that all represents the difference in developing the organizational capabilities that enable dynamic adaptation to changes in the environment. And that all stems from a different sense of purpose -- the difference between surviving to make money and making money to survive.
Toyota's approach seems to answer the question of how a large organization can adapt and compete. PG has made a compelling case on the downfall of the command and control approach, such as at GM, but the new lean management approach may make big business make sense again.
Taken together, that all represents the difference in developing the organizational capabilities that enable dynamic adaptation to changes in the environment. And that all stems from a different sense of purpose -- the difference between surviving to make money and making money to survive.
Toyota's approach seems to answer the question of how a large organization can adapt and compete. PG has made a compelling case on the downfall of the command and control approach, such as at GM, but the new lean management approach may make big business make sense again.