What is *The Wise Company* by Ikujiro Nonaka about?

*The Wise Company* explores how organizations achieve continuous innovation through knowledge creation, emphasizing practical wisdom (*phronesis*). Authors Ikujiro Nonaka and Hirotaka Takeuchi argue that resilient companies align societal and organizational goals, foster wise leadership, and use storytelling to embed wisdom across teams. The book extends their SECI model (Socialization, Externalization, Combination, Internalization) to emphasize human-centric decision-making in chaotic markets.

Who should read *The Wise Company*?

Business leaders, innovation managers, and organizational strategists seeking to build adaptive, purpose-driven companies will benefit most. It’s particularly relevant for those interested in knowledge management, ethical leadership, and blending Eastern and Western managerial philosophies. Academics studying organizational behavior or Nonaka’s earlier work (*The Knowledge-Creating Company*) will also find value.

Is *The Wise Company* worth reading?

Yes, especially for readers navigating rapid market changes. It offers actionable frameworks like the SECI model and real-world examples (e.g., Seven-Eleven Japan’s frontline-driven innovation). The book bridges theory and practice, though some may find its philosophical depth challenging.

What is practical wisdom (*phronesis*) in *The Wise Company*?

*Phronesis* refers to leaders’ ability to make ethically grounded, context-sensitive decisions. Nonaka ties this to Aristotle’s philosophy, illustrating how wise leaders intuit core issues (e.g., Soichiro Honda’s “timing” analogy) and align actions with long-term societal good.

How does *The Wise Company* differ from *The Knowledge-Creating Company*?

While the earlier work focused on tacit/explicit knowledge cycles, this book prioritizes wisdom’s role in sustaining innovation. It introduces distributed leadership and metaphors/stories as tools to institutionalize *phronesis* across organizations.

What companies are cited as examples in *The Wise Company*?

Seven-Eleven Japan is highlighted for empowering frontline staff to gather customer insights. Other examples include firms balancing profitability with social responsibility, though specific case details are sparse in available sources.

What are the key criticisms of *The Wise Company*?

Critics note its heavy reliance on philosophical concepts, which may lack immediate applicability. Some argue the “wise organization” model depends too much on leadership continuity rather than systemic structures.

How can companies apply *The Wise Company*’s frameworks?

- Use the SECI model to convert tacit knowledge (e.g., employee insights) into actionable strategies. - Foster “virtuous artisans” who blend ethics and pragmatism in decision-making. - Prioritize metaphor-driven communication to unify teams.

Мудрая компания

Как компании создают непрерывные инновации ### Введение в непрерывные инновации В современной быстро меняющейся бизнес-среде способность к инновациям — это не просто преимущество, это необходимость для выживания. Компании, которые процветают, — это те, кто рассматривает инновации не как разовое событие, а как **непрерывный процесс**. ### Ключевые стратегии успеха Чтобы поддерживать поток новых идей, ведущие организации внедряют несколько критически важных стратегий: 1. **Культура экспериментирования**: Поощрение сотрудников к тестированию новых гипотез без страха неудачи. 2. **Межфункциональное сотрудничество**: Разрушение барьеров между отделами для объединения различных точек зрения. 3. **Ориентированность на клиента**: Использование обратной связи в реальном времени для итерации продуктов и услуг. 4. **Инвестиции в R&D**: Выделение постоянных ресурсов на исследования и разработки. ### Структура инновационного процесса Большинство инновационных компаний следуют структурированному подходу: * **Генерация идей**: Сбор концепций из внутренних и внешних источников. * **Валидация**: Проверка жизнеспособности идей с помощью прототипов. * **Масштабирование**: Вывод успешных концепций на более широкий рынок. > "Инновации отличают лидера от последователя." — *Стив Джобс* ### Заключение Создание системы непрерывных инноваций требует времени, усилий и изменения мышления. Однако долгосрочные выгоды — включая устойчивый рост и конкурентоспособность — делают этот путь оправданным. Для получения дополнительной информации ознакомьтесь с нашими [ресурсами по инновациям](https://example.com/innovation-resources).

Икуджиро Нонака и Хиротака Такеучи

3.91(44 Reviews)

Обзор книги Мудрая компания

В книге «Мудрая компания» (The Wise Company) легендарные эксперты по менеджменту Нонака и Такеучи раскрывают, как такие компании, как Honda, процветают, отдавая приоритет неявным знаниям, а не сухим данным. Что, если успех вашей организации зависит не от электронных таблиц, а от создания пространства, в котором естественным образом рождается мудрость?

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Глава 1

The Knowledge-Creating Company's Evolution to Wisdom

In a world where business uncertainty has become the only constant, who would have predicted that a Japanese professor's theories on knowledge creation would transform global management thinking? Ikujiro Nonaka's groundbreaking work, first published in 1995 with "The Knowledge-Creating Company," became a management bible that earned Book of the Year honors from the Association of American Publishers. Now, nearly a quarter-century later, Nonaka and his colleagues have returned with an ambitious evolution of their theories - moving from knowledge to wisdom as the essential foundation for sustainable business success. This book arrives at a critical moment when companies like Kodak and Lehman Brothers have collapsed despite abundant knowledge, while others like Honda have thrived through continuous innovation spanning decades. The book has garnered praise from business leaders worldwide and has been translated into multiple languages, reflecting its global impact on management thinking in an age where wisdom, not just information, determines which companies will flourish.

Глава 2

From Knowledge to Wisdom: The Foundation for Sustainable Success

We live in a world of high-velocity change and uncertainty where discontinuity is the only constant. Twenty-five years ago, who could have predicted companies like Uber and Airbnb would dominate without owning cars or properties? Despite abundant knowledge, institutions like Lehman Brothers and market leaders like Kodak still failed because executives over-relied on explicit knowledge rather than tacit understanding, viewing the world as a controlled environment with universal answers rather than recognizing context-dependent social phenomena. The solution lies in what Peter Drucker advocated - "making the future" - where companies envision different futures based on subjective goals that serve the common good. This requires "wise" leaders who make contextual judgments, resist short-termism, and understand that companies only survive by creating unique futures, offering superior value, living harmoniously with society, maintaining moral purpose, and pursuing the common good. Innovation must be continuous for companies to remain competitive. While short-term innovation happens through hypothesis-testing and prototyping, long-term resilience requires unwavering organizational commitment and a clear sense of purpose shared by every employee. Honda Motor exemplifies this continuous innovation journey - from selling $4.85 clip-on bicycle engines in 1945 to delivering $4.85-million HondaJets in 2015. Over 70 years, Honda evolved through multiple innovation rounds: first with founder Soichiro Honda's piston ring patents, then with breakthrough motorcycles like the Supercub (which sold 100 million units globally by 2018), followed by the low-emission CVCC engine that made the Honda Civic the first car to meet America's Clean Air Act in 1973, and finally with the HondaJet - which became America's best-selling light business jet by 2017. The HondaJet story reveals two complementary narratives. The first traces back to founder Soichiro Honda's childhood fascination with flight. The second centers on Michimasa Fujino's pragmatic execution over decades - overcoming failed prototypes, experiencing a breakthrough when discovering a 1930s aeronautics textbook, and developing the revolutionary over-the-wing engine mount design that experts initially ridiculed. Despite their different temperaments, both shared a commitment to direct experience embodied in Honda's Three Realities Principle: Genba (actual place), Genbutsu (actual thing), and Genjitsu-teki (being realistic). Three key lessons emerge from the HondaJet case: First, companies must have clear mission, vision, and values-and actually live by them. Second, innovation requires more than dreams; it demands action, commitment, and practice. Third, leadership matters critically in making dreams reality. Honda's leaders resisted short-termism, relying instead on practical wisdom for their judgment calls and actions.

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Глава 3

The Philosophical Foundations of Knowledge Practice

Knowledge creation fuels innovation through acquiring and codifying knowledge, but knowledge practice applies this knowledge to improve the human condition and enhance corporate sustainability. The concept traces back to Aristotle's phronesis (practical wisdom), defined as "a true and reasoned state of capacity to act with regard to the things that are good or bad for man." This parallels the Japanese concept of toku (virtue pursuing common good) and the Indian concept of yukta (appropriate action that serves people rather than excess). European philosophy rediscovered phronesis through phenomenology in the late nineteenth century. Edmund Husserl established phenomenology by studying how meanings form in human consciousness, emphasizing that sound judgments require subjective rather than objective experiences. Martin Heidegger shifted focus to how our actions shape who we are, proposing that our interpretation of experiences influences our subjective perspective. Maurice Merleau-Ponty emphasized that subjective experience originates in our physical bodies, positioning the body as the primary gateway to knowledge. American pragmatism further elevated knowledge practice through Charles Sanders Peirce, William James, and John Dewey. Pragmatism questioned rational thinking's dominance and emphasized subjective experience in action. Peirce's famous Pragmatic Maxim proposed that to understand a concept, we must consider its practical effects. William James extended this by acknowledging the subjective perspective of knowledge users, recognizing that the knower isn't merely a passive observer but an active shaper of knowledge. John Dewey placed action at the center of thinking, emphasizing they are two sides of the same coin. Michael Polanyi made profound contributions with his concept of tacit knowledge - "We know more than we can tell." His theory of "tacit knowing" describes dynamic interactions between knowledge and action, with practice at the center of that linkage. This process involves unconsciousness interacting dynamically with consciousness in four stages: unconscious interaction with phenomena based on existing knowledge; accumulation of tacit knowledge; conscious judgment on where to focus; and integration of tacit knowledge with aggregated knowledge. Recent brain science research supports these philosophical traditions, showing that "body" and "action" matter as much as the brain in cognition. The embodied cognition view emphasizes that the mind must be understood through its relationship with the physical body interacting with the world. This is exemplified by baseball player Ichiro Suzuki, who treats his bat not as an external tool but as an extension of his body. Neuroscience also confirms the human brain's inherent social orientation - we're biologically wired to connect with others, cooperate, and pursue common good.

Глава 4

The SECI Spiral: A Model for Knowledge Creation and Practice

The authors define knowledge as justified true belief created through social interactions in specific contexts. The updated SECI Model now incorporates both epistemological and ontological dimensions, showing how knowledge creation occurs not just through knowledge type conversion but also through interactions among individuals, teams, organizations, and the environment. The four phases are redefined with this dual perspective: Socialization (individuals sharing tacit knowledge through direct interactions), Externalization (teams synthesizing tacit knowledge into explicit forms), Combination (organizations systematizing explicit knowledge), and Internalization (individuals putting knowledge into practice). Kazuo Inamori's turnaround of Japan Airlines demonstrates the SECI model in action. His implementation of Amoeba Management divided JAL into 3,000 small profit-responsible units that transformed the company culture. To address deep mistrust between management and employees, Inamori introduced the JAL Philosophy - 40 principles in a small booklet employees carried at all times. It included his formula: "Result of Life and Work = Attitude x Effort x Ability" with Attitude rated from -100 to +100, making it the most critical factor. The SECI Spiral extends the SECI Model into a dynamic framework where knowledge is ceaselessly created, amplified, and practiced. As the process repeats, the knowledge base enlarges horizontally while the quality of knowledge practice amplifies. The spiral represents how more knowledge is converted into action, more people get involved, and knowledge created at one level spirals to higher ontological levels - from individual to organizational to inter-organizational to community and societal levels. Shimano, the leading bicycle components supplier, demonstrates the SECI Spiral through six knowledge creation cycles over 60 years. The company transformed from a small operation in Sakai, Japan to a global leader with 14 factories in eight countries and 12,000 employees. Each of Shimano's presidents initiated or implemented one of these SECI rounds, helping the company evolve from a no-name brand to a world-class manufacturer whose components are used by champions in prestigious races like the Tour de France. Phronesis (practical wisdom) enables the upward movement of the SECI Spiral through three qualities: pursuing the common good beyond narrow organizational interests, enabling timely "here and now" decisions while maintaining a future vision, and creating open communities where different perspectives flourish through intersubjective relationships. The SECI Spiral Model places phronesis as the central vertical arrow, like a spinning top that maintains balance against external shocks while constantly moving forward.

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Глава 5

Judging Goodness: The Moral Compass of Wise Leadership

Wise leaders exercise judgment from a higher perspective, doing what's good for both company and society. They embody a moral purpose similar to Weber's connection between Protestantism and capitalism. Leaders like Michimasa Fujino of HondaJet and Haruo Naito of Eisai demonstrate this by pursuing visions that benefit humanity - creating more efficient travel and developing Alzheimer's treatments respectively. Two empire-builders exemplify making the common good a way of life. Tadao Yoshida founded YKK Corporation with his "Cycle of Goodness" philosophy that "no one prospers without rendering benefit to others." Similarly, Tadashi Yanai of Fast Retailing (UNIQLO) pursues idealism through his mission of "democratizing clothing" to create a better world by "Changing clothes. Changing conventional wisdom. Change the world." The 2011 Tohoku disaster showcased how wise leaders make timely judgments for the common good. Yamato Transport's CEO Makoto Kigawa told his 10,000 Tohoku employees: "If help is needed, then help. Don't worry about profits." When the tsunami destroyed Yamato's Ishinomaki Center, branch manager Masanao Yokoyama demonstrated exceptional leadership - nearly losing his life searching for a missing driver, then implementing a two-person delivery system without headquarters approval when communications were down. Wise leaders develop their ability to judge goodness through three primary methods. First, they learn from adversity and failure. Soichiro Honda realized his purpose was misaligned when engineers explained they developed the low-emission CVCC engine to protect children from harmful emissions. Second, wise leaders codify ethical principles drawn from life experiences. JAL's Kazuo Inamori created a philosophy booklet of 40 principles that employees carried constantly and discussed quarterly. Third, the relentless pursuit of excellence helps leaders recognize what's truly worthwhile. Shimano's persistent innovation in bicycle components made them the dominant global brand while growing the entire cycling market.

Глава 6

Grasping the Essence: Seeing Beyond the Obvious

Wise leaders possess the remarkable ability to quickly grasp the true nature of situations, challenges, and people. This quality of practical wisdom enables them to see beneath surface appearances, anticipate consequences, and take appropriate action before making judgment calls. Seeing the essence requires bodily experience, empathy, attention to detail, understanding of universal truths, concentration, spontaneity, and adaptability. The BALMUDA case exemplifies this practice. Founder Gen Terao, a former musician, created a $200 toaster that became so popular customers waited two months to purchase it. His inspiration came from two pivotal experiences: tasting transformative bread in Spain as a teenager that moved him to tears, and later, experiencing perfectly barbecued toast at a company gathering. Declaring "Creating the best toast, not the best toaster," Terao led his team through countless experiments over months, rejecting 5,000 slices until achieving the perfect combination of temperature, moisture, and timing. Honda founder Soichiro Honda exemplified essence-grasping through physical experience. A famous photograph shows him crouching at eye-level with a test motorcycle while engineers stand anxiously behind him. Honda would have riders pass him thirty times at full speed, using his eyes to observe the motorcycle's movements, his ears to listen to the engine, and his hands on the ground to feel vibrations. For Honda, grasping the essence required empathy. In a speech at Honda International Technical School, he explained that auto repair wasn't just about fixing machines but healing customers' broken hearts. Wise leaders grasp essence through meticulous attention to detail. JAL Chairman Kazuo Inamori amazed colleagues by spotting problems in financial reports that even senior executives missed, explaining that "unusual numbers pop out at me." Fast Retailing's CEO Tadashi Yanai believed success comes from "doing ordinary things in an ordinary way, day after day" with relentless commitment to basics. Cultivating the practice of grasping essence involves three mind-stretching routines: relentlessly questioning the basis of problems, seeing both "trees" and "forest" simultaneously, and constructing and testing hypotheses. At Toyota Motor, the "Five Why" analysis helps employees identify root causes of problems. When confronted with an issue, employees observe firsthand and ask "why" five times until reaching the fundamental cause. Seven-Eleven Japan cultivates essence-grasping through hypothesis building, testing, and verification. Store employees - even part-timers - decide merchandise orders by forming hypotheses about customer needs based on local conditions, weather, events, and schedules. They're trained to think as customers from three perspectives: average customer, average family, and close friend. This suspends preconceptions and encourages questioning assumptions. Hypotheses are tested through ordering decisions and verified with point-of-sale data.

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Глава 7

Creating Ba: The Shared Space for Knowledge Creation

Wise leaders create opportunities for executives and employees to learn from one another and co-create knowledge. They recognize that organizational diversity of knowledge drives innovation, as different backgrounds and abilities collectively inspire new ideas. In Japanese, ba - meaning place, space, or field - refers to the context where relationships form and human interactions occur. Participants share information, build "here-and-now" relationships, and create new meaning. Creating ba involves establishing formal and informal spaces where knowledge creation occurs. Fast Retailing's semi-annual global conference exemplifies a large ba, where 4,000 employees gather while CEO Tadashi Yanai delivers thematic speeches and engages in open dialogue with attendees. Small ba can be equally powerful, like BALMUDA's company barbecue where CEO Terao's toast revelation inspired employees to shift their focus from "the best toaster" to creating "the best toast." Shimano created multiple external ba that spiraled knowledge creation from individual to community levels. Their first ba formed at Germany's Technical University of Hanover, where an engineer mastered cold-forging technology. The second ba involved teams conducting "show-and-tell" promotions with American bicycle shops. The third emerged when a manager traveled with Team Flandria in Belgium, witnessing firsthand how racing damaged bicycle components. Virtual ba can be as powerful as physical ones. After the 2011 Fukushima nuclear disaster, Joi Ito (MIT Media Lab director) and associates created a remarkable virtual ba. When they couldn't find radiation data for affected areas, they realized it didn't exist. Within a week, they assembled 20-25 volunteer groups in online chat rooms to brainstorm solutions. The team - named Safecast - built inexpensive, accurate Geiger counters and discovered radiation levels varied dramatically even across single streets. To embed ba creation within organizations, wise leaders should: keep doors open to all participants; capitalize on timing; engineer serendipity; practice brutal honesty; establish shared purpose; and demonstrate commitment. At Mitsui, President Utsuda's "kurumaza" (sitting in circle) meetings allowed any employee to discuss what constitutes "good" work, involving 2,000 employees over six years.

Глава 8

Communicating the Essence: The Art of Persuasion

Even the most profound understanding remains buried unless leaders can communicate it effectively to others. Since the essence of situations is often difficult to express, wise leaders employ metaphors, stories, and figurative language that everyone can understand intuitively. Leaders must master rhetoric - the art of informing, persuading, and motivating audiences - which becomes essential for knowledge practice. The power of rhetoric is exemplified by Ernest Shackleton's famous 25-word newspaper notice recruiting volunteers for his Antarctic expedition: "Men wanted for Hazardous Journey. Small Wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success." This brief advertisement attracted 5,000 applicants, demonstrating the effectiveness of Shackleton's rhetorical approach that masterfully employed Aristotle's three modes of persuasion: logos (logical appeal), pathos (emotional appeal), and ethos (ethical appeal). Wise leaders must express the essence of situations in universal language everyone can understand, traversing between the particular and the universal. Metaphors provide a way of understanding one thing by envisioning another, making subjective, intuitive ideas clear and actionable. Honda Aircraft's Michimisa Fujino used two powerful metaphors during the HondaJet development. First, he referenced Italian shoe manufacturer Ferragamo's high-heeled shoes to pursue both design beauty and operational efficiency for the aircraft's nose design. His second metaphor, "running to the next electric pole," came from a marathon runner's advice about overcoming exhaustion by focusing only on reaching the next pole rather than the entire distance. Stories allow us to understand people by feeling and thinking like another person, helping executives gain self-knowledge through others' experiences. At Stanford University's 2005 commencement, Steve Jobs shared three pivotal life stories that communicated essential wisdom. First, he described dropping out of Reed College but staying to take classes that interested him, including calligraphy, which later influenced PC typography. His lesson: "You can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future." Leaders must learn to see relationships between things, people, and time periods to effectively communicate essence. This requires cultivating specific practices: reading novels across genres, studying impactful speeches, engaging in diverse conversations, and using imagination to create new concepts. Peter Drucker's home library revealed his fondness for Jane Austen, whose novels excel at helping readers experience characters' thoughts and feelings from within. Unlike theoretical approaches that abstract particularities, novels teach us to experience moral complexity practically.

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Глава 9

Exercising Political Power: The Art of Bringing People Together

Wise leaders must know how to bring people together and spur them to action, combining everyone's knowledge in pursuit of goals. To mobilize people with conflicting aims, they must use all necessary means - even Machiavellian ones when required. Though Machiavelli's name suggests manipulation and ruthlessness, it also represents the creativity, flexibility and opportunism essential for transformational leadership. Soichiro Honda exemplified how to bring people together through extraordinary personal connection. When retiring as president, he spent two years personally visiting 700 Honda facilities across Japan and overseas, shaking hands with every employee while addressing them by name. Such efforts inspired deep loyalty - as the Japanese saying goes, "people were willing to pick up chestnuts from burning fires" for him. Even principled leaders like General Eisenhower possessed cunning and guile alongside patience and wisdom. His reputation as an adroit poker player reflected his ability to read opponents while concealing his own intentions, always preferring face-to-face interactions to analyze thinking and exploit possibilities. After the 2011 Tohoku disaster, companies demonstrated necessary shrewdness to help victims. When Ishinomaki Hospital ran out of food, a driver siphoned gas from an abandoned car (leaving a note promising reimbursement) to transport supplies. Lawson distributed 180,000 meals without legally required labels, prioritizing victims' welfare over regulations. Steve Jobs mastered reality distortion as a leadership tool. According to Walter Isaacson's biography, Jobs would willfully defy reality, filter out unwanted information, bend circumstances to his desires, ignore rules, and selectively process information. This approach even worked with suppliers - when Corning's CEO said producing specialized glass for iPhones in six months was impossible, Jobs' unflinching insistence that "Yes, you can do it" resulted in Corning converting an entire facility to produce "gorilla glass" within that timeframe. Wise leaders understand and synthesize the contradictions in human nature through dialectical thinking. Rather than seeking compromise or balance between opposing forces, they move to a higher level by embracing "both/and" rather than "either/or" thinking. As F. Scott Fitzgerald noted, "the test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function."

Глава 10

Fostering Practical Wisdom in Others: Multiplying Leadership

Practical wisdom must be distributed throughout the organization, not limited to executives. Wise leaders cultivate this capability at all levels, enabling everyone to make prudent judgments in service of the common good. Like the Monkey King who creates clones of himself, wise leaders multiply their impact by developing wisdom in others. Knowledge creation thrives when everyone embodies practical wisdom, allowing the SECI process to spiral upward with speed and quality. Distributed leadership requires top management's trust in employees' judgment. Leaders must cultivate capabilities by giving middle managers and frontline workers the "width and degree of freedom" to be themselves and make decisions. Honda's Takeo Fukui emphasized that "every worker should be a Soichiro Honda," not by imitating the founder but by asking "what would Honda do?" in their unique situations. Toyota exemplifies how team empowerment enables distributed leadership. Since its founding, the company has recognized that individual excellence, when combined through teamwork, creates exponential power. At Toyota, everyone on a team is accountable, with authority to solve problems. Their jidoka practice empowers any team member to pull the andon cord to halt production when quality issues arise. Hierarchy becomes irrelevant in quality discussions - confronting superiors is acceptable and "silent rejection" of higher-ups' advice is often excused when quality is at stake. Kyocera's Amoeba Management system exemplifies distributed leadership through small, independent profit centers functioning as mini-companies with middle managers as CEOs. While the system's accounting metrics help teams respond quickly to market conditions, its moral foundation is equally crucial. Kazuo Inamori's management philosophy prevents self-centered behavior that would collapse the interdependent system. Wise leaders can cultivate distributed phronesis through four approaches: modern-day apprenticeship, encouraging everyone to think like business owners, utilizing improvisation, and adopting dynamic organizational structures that enable greater networking. Modern apprenticeships allow mentors to share experiences, contexts, and time with employees. At Honda, Soichiro Honda would teach by example, drawing sketches on the floor while engineers watched, embodying the three gen principles - genba (front line), genbutsu (actual situation), and genjitsu (essential reality). Zen-in Keiei - "everyone managing with a business owner's mindset" - encourages all employees to think and act like entrepreneurs while collaborating with others. At Fast Retailing, Yanai applies this concept to everyone from headquarters staff to part-timers, urging them to make decisions and take action with the understanding that they're "the last persons standing."

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Глава 11

The Future of Innovation: Human-Centric Management in a Digital World

As the world becomes increasingly complex and digital, human-centric management becomes more vital, not less. The authors advocate for management that embraces bodily experiences, intuition, beliefs, ideals, relationships, morals, and values - the full spectrum of human capabilities that can't be reduced to binary code. Despite warnings from figures like Stephen Hawking and Elon Musk about AI potentially escaping human control, neuroscience reveals that humans possess unique abilities that machines cannot replicate: we can see the world not just as it is but as it could be. The human brain's remarkable capacity to balance exploitation of past knowledge with exploration of new possibilities allows us to transform "what is" into countless "what-ifs" - making us creators of our own future rather than mere predictors of it. The authors envision the future of innovation in three distinct stages. The first stage (Zero to One) represents the emergence of completely new ideas - like plant buds springing from the ground. This phase demands human creativity and imagination, which are biological mandates that drive us to combat routine and seek novelty. The second stage (One to Nine) involves extending our intelligence through STEM subjects and digital technologies like AI, IoT, and AR. Here, machines take the lead in driving innovation. The final stage (Nine to Ten) focuses on refinements that appeal to human sensitivity and aesthetics. Here, humans return to the driver's seat, creating innovations that touch both body and heart. Human-centric management views organizations not as machines for processing information, but as living organisms. Japanese companies perceive management as a way of life rather than just profit maximization. This approach concerns what a company stands for, what kind of world it wants to create, what legacy it wants to leave, and how it can contribute to society. A better tomorrow emerges when a company understands its entrusted mission, strives to live justly, and continuously refines itself. Knowledge creation alone isn't sufficient for taking managerial actions; knowledge practice is the missing link. The six practices presented in this book help escape the "SECI-stuck syndrome," enabling companies and executives to apply knowledge effectively and transform it into wise action. The constant in our fast-changing world remains the pursuit of the common good. As Machiavelli noted, "reprehensible actions may be justified by their effects," when those effects serve the greater good. In today's high-velocity environment, wise leaders' actions must be both quick and good.

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Ключевые темы в Мудрая компания

practical wisdom
tacit knowledge
organizational innovation
common good
phronetic leadership

Цитаты из Мудрая компания

Innovation requires more than dreams; it demands action, commitment, and practice.
Companies must have clear mission, vision, and values-and actually live by them.
Leadership matters critically in making dreams reality.
The solution lies in what Peter Drucker advocated - making the future.

Персонажи в Мудрая компания

Ikujiro NonakaAuthor and management theorist on knowledge
Hirotaka TakeuchiAuthor and expert on corporate wisdom
Soichiro HondaFounder of Honda and visionary for flight
Michimasa FujinoEngineer who developed the HondaJet design

Об авторе

Икуджиро Нонака (1935–2025) и Хиротака Такеучи — известные теоретики менеджмента и соавторы книги «Мудрая компания: как компании создают непрерывные инновации». Они наиболее известны как первопроходцы в создании современных концепций управления знаниями.

Нонака, профессор Университета Хитоцубаси и бывший стипендиат Друкера, объединился с Такеучи, профессором Гарвардской школы бизнеса. Вместе они исследовали, как бизнес институционализирует инновации через преобразование неявных знаний в явные. Эта концепция легла в основу их фундаментального труда 1995 года «Компания — создатель знания», получившего награду Ассоциации американских издателей как лучшая бизнес-книга.

Их исследования, проиллюстрированные на примерах Toyota и Matsushita, заложили основу для организационных моделей в духе Scrum, которые получили распространение по всему миру. До этого они совместно работали над статьей «Новая игра в разработку новых продуктов» (1986), ставшей основополагающей для методологии Agile.

Детство Нонаки в годы Второй мировой войны и кросс-культурное академическое лидерство Такеучи сформировали их человекоцентричный подход к корпоративной мудрости. Книга «Компания — создатель знания» была переведена на 15 языков и остается обязательным чтением в программах MBA по всему миру.

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Создано выпускниками Колумбийского университета в Сан-Франциско

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108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

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"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

Узнайте больше о том, как обсуждают BeFreed в интернете

Создано выпускниками Колумбийского университета в Сан-Франциско

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

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"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

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4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

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1,000,000+ curious minds.

1,000,000+ curious minds.

Одна книга. Множество способов её услышать.

The Knowledge-Creating Company's Evolution to Wisdom

From Knowledge to Wisdom: The Foundation for Sustainable Success

Следите за каждым словом во время прослушивания

The Philosophical Foundations of Knowledge Practice

The SECI Spiral: A Model for Knowledge Creation and Practice

Получите больше от Мудрая компания

Judging Goodness: The Moral Compass of Wise Leadership

Grasping the Essence: Seeing Beyond the Obvious

Следите за каждым словом во время прослушивания

Creating Ba: The Shared Space for Knowledge Creation

Communicating the Essence: The Art of Persuasion

Получите больше от Мудрая компания

Exercising Political Power: The Art of Bringing People Together

Fostering Practical Wisdom in Others: Multiplying Leadership

Следите за каждым словом во время прослушивания

The Future of Innovation: Human-Centric Management in a Digital World

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