By Kenichi Ohmae
Filenote: PDF is searchable photograph OCR. PDF has 308 pages with front/back cover
Publish yr note: First released 1982 by means of McGraw-Hill
Originally released in 1982, this vintage advisor to the internal workings of the strategic pondering method is now to be had in exchange paperback. during this remarkably topical booklet, Ohmae deals provocative insights into the ways in which the japanese imagine strategically and makes a speciality of aiding western company humans release their artistic strength to enhance the chances of making profitable strategic thoughts.
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Additional resources for The Mind Of The Strategist: The Art of Japanese Business
That would leave 6ii hours, or a mere 17 percent, for the sports which were supposed to be the object of the trip. 25 per hour of sport. If it was tennis I had in mind, I would clearly do a lot better to take a half-hour drive out to some public tennis club in a Tokyo suburb, pay a fee of $12, and enjoy myself there for the day. What the travel agency was selling, of course, was a package consisting of a number of different elements, including ''atmosphere," integrated into a whole. Customers normally pay their $125 for the package without trying to identify precisely how much they are pasdng for each element and whether it is all really worth the cost.
Methodology Suppose we have only a general idea of what the critical issue may be in a problem. How can we pinpoint it without wasting time? People with a genius for ferreting out the critical issue by instinct are rare. Fortunately for the rest of us, it can also be done by method. The issue diagram is a device familiar to those with experience in computer programming or using decision trees for decision making. The overall problem or issue is divided into two or more mutually exclusive and collectively exhaustive subissues; then the process is repeated emergent subissues, and so on, until a level is reached which the subitems are individually manageable.
The aim of these therefore, 40 is four methods for strategic planning, to attain a competitive situation in which THE ART OF STRATEGIC THINKING your company can (1) gain a relative advantage through measures its competitors will find hard to follow, and (2) extend that advantage still further. The remarkable competitive performance of Japanese industry in recent years owes much to these approaches. In the next four chapters we shall be looking at each of them in turn to see how they have worked for individual Japanese companies.
The Mind Of The Strategist: The Art of Japanese Business by Kenichi Ohmae