Too many companies in Japan are dominated by processes-driven thinking when what is really needed is thinking-driven processes. Process-driven thinking is all about adherence—following a process meticulously and consistently—something that the Japanese are particularly good at. Thinking-driven processes, on the other hand, are all about contingence—what you do is contingent upon the situation, and will naturally vary.
Companies have myriad managers obsessed with doing things right, while CEOs wish that far more of them would be more concerned with doing the right things. The latter is harder as there is no work more physically demanding than thinking. And there is risk. In process-driven thinking individual success or failure is based on adherence to form regardless of the outcome. In a thinking-driven process, success or failure is based on outcome—form is flexible.Does your business have a thinking-driven process culture? Click To Tweet
No matter the extent or degree, I have never encountered company whose leader didn’t want or expect more thinking-driven process in his or her business.
When I want to understand and define the culture of a company, I identify behaviors that are rewarded, those that are punished, and those that are met with indifference. Sometimes these are explicit and formalized, other times they are implicit and simply understood, and yet other times they are learned from personal experience or witnessing the experience of others.
What promotes thinking-driven process in your business? What discourages it? When is it dealt with indifference? Change these, and you can change the way people think and work.