Fascinating story of the transformation of the GM culture to the Toyota culture of building better cars.
This can be applied to American attitudes towards the 2nd Amendment, since it involves people, perception, and psychology.
The task seems insurmountable, but so was the idea to turn GM around, on an albeit smaller scale.
The point of this fantastic business story is that it takes a generation or two to change a way of thinking, unless you can blow it up and start over.
To process to amend the American Constitution is virtually impossible. If there is any chance at all, you will need to change the hearts and minds of one or two generations to effect change. This will take hundreds, maybe thousands, of capstone #hrdpar events over tens of years.
The controllers always have time on their side. Their corporations are patient and long term planners.
Listen to the whole podcast, or start at 49:00.
But in America, everyone I talked to said it took about a decade and a half after NUMMI for change to even begin to take hold at GM. By the year 2000, GM finally started to see a generational transformation. Jeffrey Liker says, so many managers had come through NUMMI for training, for a day, or a week, or a year.
Over time, you start to get 10 people, 20 people, 100 people, 300 people, and you now have a critical mass of people in GM who’ve all been in NUMMI, they’ve lived it. Now they’re managing people and teaching them what they learned, and it snowballs, and suddenly the world is different in GM, and nobody can even tell you exactly why.