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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