toshihiro ichitaniEvery part of an organization can become its coreAs 2022, a year when we continually faced the question, “How can an organization become agile?” draws to a close, we took clues from agile…Sep 1, 2023Sep 1, 2023
toshihiro ichitaniEasy “productivity improvement” can suffocate an organizationTo start with the conclusion today: Thoughtlessly pursuing “productivity improvement” can potentially kill an organization.Aug 26, 2023Aug 26, 2023
toshihiro ichitaniThere are two instances of “management” to bring about completion.Imagine a team working with the expectation of “finishing output to a certain level by a certain time.” Each team member plays their…Aug 2, 2023Aug 2, 2023
toshihiro ichitaniWith “Mukinaori,” let’s keep aligning our intentions and actions.“My team isn’t functioning well.”Jul 31, 2023Jul 31, 2023
toshihiro ichitaniTeam-first can kill the product.I believe there are two modes in product creation: Team-first and Product-first. Team-first prioritizes enhancing the team’s condition and…Jul 29, 2023Jul 29, 2023
toshihiro ichitaniReflections When Questioning the Necessity of “Dialogue”We are often told that dialogue is important. That’s true. If there is no conversation within an organization, we need to start by…Jul 26, 2023Jul 26, 2023
toshihiro ichitaniObtaining clues for change from the organization’s own “past.”About ten years ago, there was an incident I recalled when I was approached by a company to explain “Agile” to their executives and engage…Jul 23, 2023Jul 23, 2023
