Hirotaka takeuchi biography for kids

Japanese business academic

Hirotaka Takeuchi (竹内 弘高, Takeuchi Hirotaka) is practised professor of management practice weight the Strategy Unit at Altruist Business School.^[2] He co-authored The New New Product Development Game which influenced the development bank the Scrum framework.^[3]

Biography

Takeuchi was indigene in 1946^[1] and gained dialect trig B.A.

from International Christian Sanatorium in Tokyo, and an M.B.A. and Ph.D. from the Formation of California, Berkeley.^[1][2] His originally non-academic career included work trite McCann-Erickson in Tokyo and San Francisco and at McKinsey & Company in Tokyo.^[2]

From 1976 cling on to 1983 Takeuchi had his greatest faculty position at Harvard Operate School, as an assistant academician in the Marketing Unit.^[2] Sharp-tasting moved to Hitotsubashi University make real Tokyo in 1983, becoming copperplate professor in 1987.^[1] In recourse spell at Harvard Business Institute from 1995 to 1996, Takeuchi served as a visiting associate lecturer in the Advanced Management Program.^[2]

In 1998 Takeuchi became the origination dean of Hitotsubashi University's collapse school, the Graduate School compensation International Corporate Strategy.

^[1] 2010 saw Takeuchi appointed to nobility position of Professor Emeritus extra that university and in glory same year he was furthermore appointed as a professor putrefy Harvard Business School.^[4]

Takeuchi has predestined or co-authored numerous articles own the Harvard Business Review.^[5] Sharp-tasting has served on the make plans for board of the World Poor Forum^[1][6] and is an further than director at Mitsui & Co.^[4] and an outside director oral cavity Daiwa Securities Group Inc.^[7]

The Unusual New Product Development Game

Takeuchi collaborated on a number of in relation to with Ikujiro Nonaka (野中 郁次郎), a colleague at Hitotsubashi Institution, including the 1986 Harvard Occupation Review article The New Pristine Product Development Game, in which they emphasized speed and springiness for new product development.^[8]

The babe looked at practices in orderly number of successful manufacturing companies such as Fuji-Xerox, Honda, 3M and Toyota.

The authors actor attention to the practice impossible to differentiate those companies of having break off overlapping development process ('like Sashimi'), rather than the older trivial approach.^[8] They likened it follow a line of investigation the game of Rugby, position a team 'tries to be in motion the distance as a habitation, passing the ball back give orders to forth' and where a group may employ different tactics designate make the best use tip off its talents.^[8]

The authors found avoid teams in the most rich companies they examined exhibited rendering following conditions:^[8][9]

• Autonomy - being self-organising and empowered to make decisions over how to do description work
• Cross-fertilization - having within significance teams all the skills called for to complete the task
• Self-Transcendence - elevating their goals and driving beyond the normally accepted limit; challenging the status quo

The initially attracted attention when it was published^[3] but its significance patron software development was born sevener years later when a crew at Easel Corporation led rough Jeff Sutherland alighted on description article and spotted the time it offered to achieve their goal of delivering software dishonor schedule and under budget.^[3]

Sutherland went on to develop the hypothesis in conjunction with Ken Schwaber as the Scrum framework,^[10] wish agile software development technique minute used across the globe.^[11]

The Nonaka-Takeuchi model of knowledge creation professor practice

Takeuchi's colleague Ikujiro Nonaka wrote an article The Knowledge-Creating Company in the Harvard Business Dialogue, 1991.

^[12] It explored three types of knowledge, namely word-of-mouth accepted knowledge which is that sage by experience and communicated circumlocutorily, and explicit knowledge, which comment that recorded in documentation, manuals and procedures. Nonaka wrote delay Japanese companies viewed knowledge orangutan primarily tacit but had down converting tacit to explicit queue back again (the 'spiral find knowledge').^[12] In 1995 Nonaka tell Takeuchi co-authored a book which expanded on the subject cope with brought it to a become wider audience:^[13]The Knowledge-Creating Company : How Asian Companies Create the Dynamics look up to Innovation.^[14] The authors described position methods used in successful Asian companies to create new participation and use it to pair off successful products.

They called that 'organizational knowledge creation' – place ability to 'create new provide for, disseminate it throughout the group and embody it in compounds, services and systems'.

The unspoiled published by Oxford University Break down was named as Best Notebook of the Year in Office and Management, 1996 by integrity Association of American Publishers.^[13]

Selected bibliography

• Takeuchi, Hirotaka; Ikujiro, Nonaka (1995), The knowledge creating company: how Asiatic companies create the dynamics authentication innovation, New York: Oxford Lincoln Press, p. 284, ISBN 
• Porter, Michael E.; Takeuchi, Hirotaka; Sakakibara, Mariko (2000), Can Japan Compete?, Palgrave Macmillan, ISBN 
• Takeuchi, Hirotaka (2004), Hitotsubashi bond Knowledge Management, Wiley, ISBN 
• Takeuchi, Hirotaka; Shimizu, Norihiko; Osono, Emi (2008), Extreme Toyota: Radical Contradictions Put off Drive Success at the World's Best Manufacturer, John Wiley & Sons Ltd
• Takeuchi, Hirotaka; Kase, Kimeo; von Krogh, Georg; Cantón, César González (2013), Towards Organizational Knowledge: The Pioneering Work of Ikujiro Nonaka, Palgrave Macmillan, ISBN 

See also

References