Mobility of management ...how can anyone be committed to any policy when his tenure is only a few years, in and out. (O.C. Ch.3) Short-term solutions have long-term effects. Of course, management must work on short-term problems as they turn up. But it is fatal to work exclusively on short-term problems, only stamping out fires. (Sem. Ch.2) Emphasis on short-term profits Most American executives think they are in the business to make money, rather than products and service...The Japanese corporate credo, on the other hand, is that a company should become the world’s most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow. No shareholders to please, Japanese firms are free to operate on behalf of...their workers. Practically all of our major corporations were started by technical men...who had a sincere interest in quality of products. Now these companies are largely run by men interested in profit, not product. Their pride is in the P&L statement or stock report. (O.C. Ch.3) (O.C. Ch.3)
Many System problems can be addressed right here - no clearly defined aim - the aim not clearly communicated or not understood. ( see Charters, Managing Internal Communication. )
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