eMOTION! REPORTS.com
       Automotive/Aerospace Industries Systemic Intelligence
                        www.emotionrepor...
eMOTION! REPORTS.com
                        Automotive/Aerospace Industries Systemic Intelligence
                       ...
country are now slowly being addressed, but the mistakes made at the end of the Cold
War cost this country a terrible pric...
What does this mean to those in the automotive industry?

Toyota is known in many circles as the best institutional learni...
Companies in competitive situations need this capability. Companies need to be
engaged in routine intelligence work in tho...
eMOTION! REPORTS.com (www.emotionreports.com) is an automotive/aerospace industries research
and analysis site that target...
Lessons From Toyota: A Global Grand Strategy For Boeing
http://www.emotionreports.com/downloads/pdfs/LESSONS_FROM_TOYOTA_B...
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Hyperintelligence: Toyota, CIA, NSA, KGB, MOSSAD and... Sun Tzu

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As the country prepares to think about the events of September 11, in these weeks before its one-year anniversary, everyone in the auto industry should learn some lessons. One of the most important is the need for intelligence that is timely and used. The United States intelligence failures that permitted the attacks on this country are now slowly being addressed, but the mistakes made at the end of the Cold War cost this country a terrible price. The fates of companies, as well as countries are tied to their intelligence capability

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Hyperintelligence: Toyota, CIA, NSA, KGB, MOSSAD and... Sun Tzu

  1. 1. eMOTION! REPORTS.com Automotive/Aerospace Industries Systemic Intelligence www.emotionreports.com SPECIAL REPORT July 23, 2002 Hyper intelligence: Toyota, CIA, NSA, KGB, Mossad and... Sun Tzu Dr. Sheila Ronis, The University Group Director, MBA/MSSL Programs Associate Professor, Management Walsh College
  2. 2. eMOTION! REPORTS.com Automotive/Aerospace Industries Systemic Intelligence www.emotionreports.com SPECIAL REPORT July 23, 2002 Hyperintelligence: Toyota, CIA, NSA, KGB, Mossad and... Sun Tzu Dr. Sheila Ronis, The University Group Director, MBA/MSSL Programs Associate Professor, Management Walsh College 'If your company doesn't have intelligence capability, they need to begin by studying Toyota.' Artemis Communications Satellite Image: European Space Agency As the country prepares to think about the events of September 11, in these weeks before its one-year anniversary, everyone in the auto industry should learn some lessons. One of the most important is the need for intelligence that is timely and used. The United States intelligence failures that permitted the attacks on this
  3. 3. country are now slowly being addressed, but the mistakes made at the end of the Cold War cost this country a terrible price. The fates of companies, as well as countries are tied to their intelligence capability. Guess what organization in the world, long before the Internet's arrival, was found to send half a million messages a day from just one country to its home base via satellite? The CIA? The Israelis? The Russians? Toyota? If you guessed Toyota, you would be right. As unlikely as it sounds, a CIA study in the late eighties found that Toyota sent over 500,000 messages a day from its Torrance, California facility to Tokyo via an encrypted satellite hookup. We know that our CIA sent about half as many messages around the world per day at that time, and although the Russian’s intelligence was still top notch in the early nineties, its infrastructure didn’t compare to that of Toyota’s. “As unlikely as it sounds, a CIA study in the late eighties found that Toyota sent over 500,000 messages a day from its Torrance, California facility to Tokyo via an encrypted satellite hookup.” Lockheed SR-71 Blackbird Image: USAF Today, many intelligence experts believe that Toyota’s intelligence capabilities are still superior to those of the CIA, the Israelis or any global power. That’s because Toyota represents an organization filled with learners who share their knowledge.
  4. 4. What does this mean to those in the automotive industry? Toyota is known in many circles as the best institutional learning machine on the planet. They are fabulous at it – admired by the best intelligence professionals -- even the Israelis have benchmarked them. Why, you might ask, does that matter? The companies who learn the best and the fastest and apply that knowledge will be the companies who win in the global automotive wars in the 21st century. 'The companies who learn the best and the fastest and apply that knowledge will be the companies who win in th global automotive e wars in the 21st century.' When a Toyota engineer learns something new, he shares that new knowledge with his company, and new knowledge spreads very quickly. That knowledge is incorporated into decision-making and acted upon with lightning speed. That makes Toyota very different from most Western institutions – companies, governments or academia…where knowledge is perceived as the power to get ahead over your colleague in the next cubicle; not a way for the company to get ahead over your competitors across the street or on the other side of the world. Toyota knows who the quot;enemyquot; is. “What enables the enlightened rulers and good generals to conquer the enemy at every move and achieve extraordinary success is foreknowledge. Foreknowledge cannot be elicited from ghosts and spirits; it cannot be inferred from comparison of previous events, or from the calculations of the heavens, but must be obtained from people who have knowledge of the enemy's situation” --- Sun Tzu The Use of Spies Many experts believe that Toyota students have studied the ancient Chinese philosopher Sun Tzu. More than 2500 years ago, he said, in his book, The Art of War, “you must know the enemy and yourself.” Although originally meant to offer wisdom for generals, this principle is relevant to today’s global automotive wars. In fact, many would call this process global intelligence: the gathering, analyzing, synthesizing and using information to make better decisions and take better actions.
  5. 5. Companies in competitive situations need this capability. Companies need to be engaged in routine intelligence work in those areas of the world and in technologies that directly affect their interests and well-being. A company’s very survival, requires that they know enough to adapt themselves to accommodate to changes in their environments. The more adaptive the company, the more it can easily change and be proactive. If a company can produce learning processes to anticipate what will be changing in the environment, it can plan, sometimes predict, and therefore be ready for or actually lead any changes to the environment. It’s what the Department of Defense calls quot;shaping.quot; To do that, you need to understand your strengths and weaknesses and your competitors, because wars are won by strategizing how to use your strengths against your enemies’ weaknesses. This is true for marketplace wars, too. The better and faster you learn about your world the less likely you will be surprised or quot;paradigmed.quot; 'Many experts believe that Toyota students have studied the ancient Chinese philosopher Sun Tzu. More than 2,500 years ago, he said, in his book, The Art of War, quot;you must know your enemy and yourself.quot;' The MOSSAD of Israel and Toyota have both been studied extensively by the CIA. Even the former KGB was benchmarking Toyota! If your company doesn’t have an intelligence capability, they need to begin by studying Toyota. Without needed intelligence, anyone, company or country is at risk…it can mean the difference between winning and losing…the difference between life and death. We all saw the effects of that on September 11. ### Publisher’s note: When ‘Hyperintelligence” was released in July of 2002, it was the first public dissemination by any medium of the events and data contained therein. SUN TZU THE ART OF WAR: http://www.sonshi.com/learn.html Courtesy of Sonshi.com Report compiled by eMOTION! REPORTS.com staff and its consultants. Fair use is hereby authorized for media, academic, government and corporate entities for research and reportage purposes with appropriate acknowledgement. Copyright 2008, All Rights Reserved
  6. 6. eMOTION! REPORTS.com (www.emotionreports.com) is an automotive/aerospace industries research and analysis site that targets professionals within the academic, media, corporate and government sectors. It has also created an environment wherein white papers and other scholarly research can be presented to a broadened, yet still very defined, audience, inclusive of 'Quantum Parallel: The Saint-Hilaire Quasiturbine as The Basis For a Simultaneous Paradigm Shift in Vehicle Propulsion Technology” and “Crisis On Asimov: A Vision of 2085”. The site utilizes a dedicated server maintained by Seneca Communications (www.s enecacom.net) a full-service Telecommunications Provider specializing in advanced VoIP solutions both here and abroad. Publisher: Myron D. Stokes; Associate Publisher: John T. Chuhran; Executive Editor: Martha Hindes; Web Editor: Matt Siporin 74 W. Long Lake Rd. Suite 103, Bloomfield Hills, MI 48034 248-695-0009 emotionmag@emotionreports.com mstokes @emotionreports.com eMOTION! REPORTS.com Related Analyses: Restoration of GM Viability: A European Solution of Einsteinian Simplicity? EDT Wednesday, 2 July 2008, 838pm UTC(or GMT/Zulu) Thursday, 3 July 2008, 00:39:49 http://www.emotionreports.com/downloads/pdfs/GM_ANALYSIS070608.pdf The (GM) Empire Strikes Back: 2008 Chevrolet Malibu http://www.emotionreports.com/downloads/pdfs/Malibu2008.pdf Kerkorian and Renault-Nissan Overtures to GM Have Overtones of Hostile Takeover; Success Would Represent Clear Threat to Industrio-Economic and National Security http://www.emotionreports.com/downloads/pdfs/MEDIAADVISORYUPDATEGMRN8606.pdf National Security, Economic/Industrial Base Ramifications of Possible Renault-Nissan/Ford and GM/Toyota Meldings. Unless Action Taken Immediately, U.S. May Lose Control of its Manufacturing Base, Joining Great Britain http://www.emotionreports.com/downloads/pdfs/R11.pdf http://www.emotionreports.com/downloads/pdfs/Renault2FrG050508[2].pdf The Japanese Exodus: Japan Firms Quietly Leaving China; GM Facilities At Risk http://www.emotionreports.com/downloads/pdfs/Japan_Exodus_English12505.pdf U.S. Business and Industry Council: An Organization Worth Joining; State of GM, Ford and Suppliers Confirms Economic War A Palpable, Pervasive, Reality http://www.emotionreports.com/downloads/pdfs/USBIC_ER_Analysis_42906.pdf Boeing Going? http://www.emotionreports.com/briefing_room/boeinggone.html Aerospace Giant In Fight of Its Life http://www.emotionreports.com/Sonic_Cruiser/sonic_cruiser.htm
  7. 7. Lessons From Toyota: A Global Grand Strategy For Boeing http://www.emotionreports.com/downloads/pdfs/LESSONS_FROM_TOYOTA_BOEING.pdf Super-Globalism: Strategies For Maintaining A Robust Industrial Base Through Technological, Policy and Process Improvement http://www.emotionreports.com/downloads/pdfs/Super4[1].pdf The Stonecipher Departure http://www.emotionreports.com/downloads/pdfs/Stonecipher_Departure3905.pdf Military Transformation Through Analytical Process: The Inter-University Seminar on Armed Forces and Society -- An Interdisciplinary Approach http://www.emotionreports.com/downloads/pdfs/sius1.pdf Book Review: The Core and The Gap: A Review of Thomas Barnett's The Pentagon's New Map: War and Peace in The Twenty-First Century http://www.emotionreports.com/downloads/pdfs/barnettreview3-19-04(2).pdf Crisis on Asimov: A Vision of 2085 http://www.emotionreports.com/downloads/pdfs/Asimovalltogether6904.pdf Boeing Supersonic Transport Program 1962-71 http://www.emotionreports.com/downloads/pdfs/boeing.pdf Copyright 2008 GHHLLC

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