The meeting can change the enterprise, so the enterprise can change.

Author: [Japan] Yoshitaka Noguchi / Shunichi Fukuda / Xu Mingzhong
Publisher:
Publish Date: 2005-07-01
Features: A single change in meetings can propel a company forward ten steps. When an organization ages, the business ceases to operate. How to smoothly navigate the "adolescence" and "menopause" stages of a company's life cycle—by changing meetings, you can find the source of the company's vitality. The "FC" meetings of the globally renowned retail empire "7-Eleven" are meetings that continuously recharge its capabilities, enhancing production efficiency (purchasing power and procurement power). Canon's "Technology Decomposition" meetings, known as the "Heavenly Meeting," involve cross-departmental participants who freely express their opinions, ensuring that the company's products remain at world-class levels. Johnson & Johnson's "Knowledge Arena" features constant fresh information and frequent exchanges among employees, achieving the goal of immediately sharing knowledge generated on-site. Sharp's "Emergency Engineering" meeting system requires board members to attend, aiming to shorten R&D time and lay the foundation for products to capture the market early. Toyota Motor Company's "Independent Research Society" and "Warm-Up Meetings" are highly distinctive seminars focused on operations, technology, production, and sales, all with a strong sense of urgency. Meetings themselves are strategy. Sony's "All Meetings Are Serious Business" approach involves no prior greetings or distribution of materials before meetings. With such meetings, the company's culture is bound to change. Meetings reflect the characteristics of the company itself—they are the "furnace" that refines the business and the cornerstone of improving efficiency. This book teaches you how to maintain a company's momentum for continuous operation, safely navigate the critical points of adolescence and menopause, and extend the company's freshness period. By changing the outdated atmosphere and methods of past meetings and creating lively, effective, and innovative meeting models, this book aims to achieve its core purpose. This book elaborates on the transformation and innovative direction of meetings through the following seven aspects:
· The company's genetic code;
· Leadership;
· Decision-making in operational processes;
· Logical and conceptual thinking;
· Presentations;
· The space of meeting rooms and meeting tools;
· Meeting diagnosis and methods for formulating change plans.
This book aims to fundamentally eliminate the old corporate genes hidden in meetings and create new transformative genes from the essence. When meetings change, the company can change too.