BMOT20190411
Special lecture sponsored by [BMOT
Professor Shuzo Fujimura, Tokyo Institute of Technology
Learn the business, design the business."
Management in Ordinary Times
Different cognitive load in normal times and emergencies results in different forms of management.
industrial republic
We need to create a higher level system, not just a "corporate" unit.
Analogy of the transition of the country's governance from an absolute monarchy to a republic.
The question is how to make [lingua franca
I am interested in how this could be accomplished. Perhaps in peacetime it is an inappropriate level of abstraction to think of a "corporate" unit as a component.
Wrote: Companies are over-abstracting.
When "corporations," the owners of financial capital, are interconnected with "individuals," the owners of knowledge capital, a higher-order system beyond the corporation may be created.
Note on Facebook: https://www.facebook.com/nishiohirokazu/posts/10217975133106458
April 11, 2019 -
Yesterday's special lecture by Professor Fujimura had several interesting points, the first being the difference between leadership in emergencies and leadership in peacetime.
In an emergency, the axes of value are less clear.
Like "survive."
So from a lot of information, one can discard what is not relevant to the axis and one or a few people can make a decision.
But in peacetime, there are so many axes that it becomes difficult for one person to grasp the whole picture.
Management in Ordinary Times
The reason why people tend to be drawn to Quantitative KPIs is that when one person tries to make a decision with a variety of axes, it exceeds the capacity of that person's cognitive ability.
To solve this problem, decision-making must be delegated to those who are closer to the specific information.
the transmission of information, i.e., the cost of sending it in words and the cost of receiving and understanding the words, is greater.
We were just discussing the topic of teal organization.
Even teal organizations choose a top-down organizational structure in times of emergency, but not in times of peace.
Another interesting part of the discussion was the need to create a higher level system rather than a "corporate" unit, which was called "industrial republic.
In that case, the question becomes how to make lingua franca.
I am interested in how this could be accomplished. Perhaps in peacetime it is an inappropriate level of abstraction to think of a "corporate" unit as a component.
In financial capital, a company is one lump, but in knowledge capital, an individual is a lump.
The interconnection of the "firm," a unit of financial capital, with the "individual," a unit of knowledge capital, creates a higher-order system that transcends the firm.
Oh, okay, you said peacetime and emergency, but the "catch up and overtake" state is narrowed down to an axis, so in these two divisions, you're with the emergency side.
Since the Meiji era, management has been based on catch-up and overtaking values
Nakayama, Japan
The axis of "catch up and overtake" was better products at lower prices = mass production effect.
And now that it is over, you are not sure what to do?
Given that, maybe it's better to say "axis narrowing situation" and "non-axis narrowing situation" rather than "normal times and emergency times."
2023-07-27
Looking back now, Plurality and [Global Deliberations
It's like we went from "how to make lingua franca" to "why don't LLM do interpretation (i.e. oral translation)?
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