The key point here is: Success is the outcome of design, not of short-term patches.ĭifferent from their American counterparts, Japanese car makers weren’t looking at an issue and trying to make out a makeshift answer – they were engineering the result they needed from the start. When the American executives asked their Japanese guide on how these plants functioned without this condition, their Japanese guide smiled sheepishly and replied by saying “we ensure it fits when we produce it.” In Japan, this work didn’t appear to occur. In the United States, a line employee used a rubber mallet to tap the edges of car doors to make sure they fit.

The assembly lines they observed were very much the same as the ones they have in their own factories however, there was one important difference. There’s a popular tale about a group of American automobile makers who went to Japan to check the country’s car plants. However, how do you lead in this manner? In this book, we’ll be looking at a framework that displays how organizations can be made for success and how people can be motivated.Ĭhapter 1 – Success is the outcome of a design and not of short-term patches. It signifies doing a purposeful activity, a method that usually leads to financial gain. This doesn’t signify struggling to get money. People work best and motivate others when they know the reason why they’re doing what they’re doing.

This, as author Simon Sinek claims, is a thing you’ll see in all great leaders and successful businesses. However, there is a thing that connects the four of them: they all knew that no one accepts a concept, project, or product except they understand why it occurs. They worked on different things for different motives at different times. What is the common thing that Martin Luther King, Jr., Steve Jobs, and the Wright brothers have? At first glance, not so much.

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