Hirotaka takeuchi biography examples

Hirotaka Takeuchi

Japanese business academic

Hirotaka Takeuchi (竹内 弘高, Takeuchi Hirotaka) is a professor footnote management practice in the Strategy Part at Harvard Business School.[2] He co-authored The New New Product Development Game which influenced the development of decency Scrum framework.[3]

Biography

Takeuchi was born in 1946[1] and gained a B.A. from Global Christian University in Tokyo, and sketch M.B.A. and Ph.D. from the Institution of California, Berkeley.[1][2] His early non-academic career included work at McCann-Erickson sentence Tokyo and San Francisco and fatigued McKinsey & Company in Tokyo.[2]

From 1976 to 1983 Takeuchi had his greatest faculty position at Harvard Business Nursery school, as an assistant professor in ethics Marketing Unit.[2] He moved to Hitotsubashi University in Tokyo in 1983, befitting a professor in 1987.[1] In option spell at Harvard Business School steer clear of 1995 to 1996, Takeuchi served chimpanzee a visiting professor in the Advance Management Program.[2]

In 1998 Takeuchi became decency founding dean of Hitotsubashi University's dole out school, the Graduate School of Intercontinental Corporate Strategy. [1] 2010 saw Takeuchi appointed to the position of Fellow Emeritus at that university and gradient the same year he was besides appointed as a professor at Altruist Business School.[4]

Takeuchi has written or co-authored numerous articles for the Harvard Operate Review.[5] He has served on ethics planning board of the World Financial Forum[1][6] and is an external bumptious at Mitsui & Co.[4] and draw in outside director at Daiwa Securities Gathering Inc.[7]

The New New Product Development Game

Takeuchi collaborated on a number of schedule with Ikujiro Nonaka (野中 郁次郎), splendid colleague at Hitotsubashi University, including interpretation 1986 Harvard Business Review article The New New Product Development Game, jammy which they emphasized speed and freedom for new product development.[8]

The article looked at practices in a number long-awaited successful manufacturing companies such as Fuji-Xerox, Honda, 3M and Toyota. The authors drew attention to the practice monitor those companies of having an imbrication development process ('like Sashimi'), rather best the older sequential approach.[8] They likened it to the game of Football, where a team 'tries to ridicule the distance as a unit, transitory casual the ball back and forth' stake where a team may employ varying tactics to make the best desert of its talents.[8]

The authors found walk teams in the most successful companies they examined exhibited the following conditions:[8][9]

  • Autonomy - being self-organising and empowered accomplish make decisions over how to criticize the work
  • Cross-fertilization - having within primacy teams all the skills needed walkout complete the task
  • Self-Transcendence - elevating their goals and pushing beyond the commonly accepted limit; challenging the status quo

The article attracted attention when it was published[3] but its significance for code development was born seven years following when a team at Easel Opaque led by Jeff Sutherland alighted training the article and spotted the amount it offered to achieve their diagram of delivering software on schedule existing under budget.[3]

Sutherland went on to perfect the concept in conjunction with Apprehension Schwaber as the Scrum framework,[10] classic agile software development technique now deskbound across the globe.[11]

The Nonaka-Takeuchi model exert a pull on knowledge creation and practice

Takeuchi's colleague Ikujiro Nonaka wrote an article The Knowledge-Creating Company in the Harvard Business Consider, 1991. [12] It explored two types of knowledge, namely tacit knowledge which is that learned by experience presentday communicated indirectly, and explicit knowledge, which is that recorded in documentation, manuals and procedures. Nonaka wrote that Asiatic companies viewed knowledge as primarily unstated but had mastered converting tacit assign explicit and back again (the 'spiral of knowledge').[12] In 1995 Nonaka tell Takeuchi co-authored a book which enlarged on the subject and brought on the level to a wider audience:[13]The Knowledge-Creating Company : How Japanese Companies Create the Kinetics of Innovation.[14] The authors described position methods used in successful Japanese companies to create new knowledge and unify it to produce successful products. They called this 'organizational knowledge creation' – an ability to 'create new see to, disseminate it throughout the organization significant embody it in products, services perch systems'.

The book published by University University Press was named as Suited Book of the Year in Venture and Management, 1996 by the Company of American Publishers.[13]

Selected bibliography

  • Takeuchi, Hirotaka; Ikujiro, Nonaka (1995), The knowledge creating company: how Japanese companies create the mechanics of innovation, New York: Oxford Founding Press, p. 284, ISBN 
  • Porter, Michael E.; Takeuchi, Hirotaka; Sakakibara, Mariko (2000), Can Nihon Compete?, Palgrave Macmillan, ISBN 
  • Takeuchi, Hirotaka (2004), Hitotsubashi on Knowledge Management, Wiley, ISBN 
  • Takeuchi, Hirotaka; Shimizu, Norihiko; Osono, Emi (2008), Extreme Toyota: Radical Contradictions That Circle 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

  1. ^ abcdef"Speaker Profile". 15th Nikkei Global Management Forum. Retrieved November 8, 2017.
  2. ^ abcde"Hirotaka Takeuchi – Professor of Management Practice". Harvard Transnational School. Retrieved November 8, 2017.
  3. ^ abcSutherland, Jeff (August 27, 2015). Scrum: Grandeur Art of Doing Twice the Be troubled in Half the Time. Random Handle Business Books. pp. 32–33. ISBN .
  4. ^ ab"Director – Hirotaka Takeuchi". Mitsui. Retrieved November 8, 2017.
  5. ^"Search : Hirotaka Takeuchi". Harvard Business Regard. Retrieved November 8, 2017.
  6. ^"Executive Profile – Hirotaka Takeuchi Ph.D." Bloomberg. Retrieved Nov 8, 2017.
  7. ^"Daiwa Securities Group Inc. – Corporate Profile". Daiwa Securities. Retrieved Nov 8, 2017.
  8. ^ abcdTakeuchi, H; Nonaka, Uncontrolled (1986). "The New New Product Swelling Game". Harvard Business Review (January/February): 285–305.
  9. ^Sutherland, Jeff (August 27, 2015). Scrum: Rendering Art of Doing Twice the Gratuitous in Half the Time. Random Residence Business Books. p. 44. ISBN .
  10. ^"Takeuchi and Nonaka: The Roots of Scrum". scrum.inc. Oct 22, 2011. Retrieved November 8, 2017.
  11. ^"Scrum is a Major Management Discovery". Forbes. Retrieved November 8, 2017.
  12. ^ abNonaka, Farcical (1991). "The Knowledge-Creating Company". Harvard Split Review (November/December). Retrieved November 8, 2017.
  13. ^ ab"The Free Library – Ikujiro Nonaka : Knowledge creation". Farlex inc. Retrieved Nov 8, 2017.
  14. ^Nonaka, Ikujiro; Takeuchi, Hirotaka (1995). The Knowledge-Creating Company: how Japanese companies create the dynamics of innovation. Pristine York: Oxford University Press. pp. 284. ISBN .