A judiciously written HBR article on a study done on Toyota over six years, brings to light the contradictions that drive Toyota's success.
The contradictions that are written about are -
a) Moving slowly, yet taking big leaps
b) Growing steadily, yet being paranoid
c) Having efficient operations, but using employees' time in seemingly wasteful ways
d) Being frugal, yet splurging on key areas
e) Keeping internal communications simple, yet building complex social networks
f) Maintaining a strict hierarchy, yet giving employees the freedom to push back
The authors have spent a lot of effort in trying to identify the underlying forces that cause these contradictions, and have identified 3 Forces of Expansion and 3 Forces of Integration. But emulating these to become another Toyota is a whole new ball game!
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