Book; Skepticism to management strategy

Japanese title “Keiei Senryaku o Toinaosu” of this book written by Kazuhiro Mishina may be directly translated as “Asking management strategy again.” He is a professor of Kobe University Graduate School of Business Administration. It’s two times that I read it. I’ve read almost all his books and his ideas backed by numerous data that he’s conducted about Japanese listed companies inspired me.

In this book, he develops his skepticism about management strategy. The essence of management strategy includes “Ritchi” or the positioning, “Kamae” or the structure and “Kinsei” or the harmony.

However, the strategy itself is incubated by a businessperson. If the strategy depends on the person, it’s created by the three important points, “KKD” from the initials of Japanese words “Kan”, “Keiken” and “Dokyo.” “Kan” is how the person foresees the business environment as the result that he’s learnt over his education and knowledge including the perspective of the world, the view of history and the way of seeing persons. “Keiken” or experience is the clue or trigger to resolve it. And “Dokyo” or courage is self-confidence.

How do the businesspersons read the present period surrounding the business environment? If they can set it, what they should do is automatically decided. The premise is relied on the persons, but few can take a wrong procedure of the inference. That means the essence of the management strategy is to “read” but to “do.” The perception of the times the businesspersons have is a base of the strategy.

Administration and management is different. Persons who have controlled or administrated a group or a department or even a subsidiary can’t manage a big company by the way they have done.

After all, a person is the key. Considering it, it might be simple to prosper a corporation. Steve Jobs did, but Howard Stringer didn’t.