Managing To Be Best
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Countries other than America have also grown superb business leaders. One legend in Japan is Konosuke Matsushita, whose company includes Panasonic and other well-known brands. Witnessing his father's bankruptcy as a small child prompted Matsushita to develop new values of how an enterprise ought to be run. Like Sam Walton, he paid attention to the consumer and sought ways to increase demand and reduce prices. He forced the competition to embrace this concept, making the market grow while creating more profit. He also showed that human well-being and making money are not inconsistent. In downturns he found other jobs for redundant workers and preserved their dignity. This is the Japanese way, and he used it to build one of the largest corporations in the world.
Do these four share common traits other than their leadership and superb business acumen? Yes. They were curious folks and hence lifelong learners. And they paid attention to people, realizing that the potential of any enterprise hinged on giving subordinates the maximum opportunity to succeed. Even in the 21st century, these characteristics will still be required of great managers.
Ram Charan is a Dallas-based adviser to CEOs and co-author, with Noel M. Tichy, of Every Business Is a Growth Business
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