Invented Here
Contents
Acknowledgments
Introduction
Chapter 1— Taking the Right Path
Markets Change and Firms Learn New Ways to Work
Taking Development to Mass Production
Quality Beckons, and So Does Process Enhancement
Customers Want It Made to Order, and Mass Customization Looms
Lessons for Managers
Chapter 2— Craft Work
What Exactly Is Craft Work?
Closing the Gap with Craft
Craft Work Leverages Tacit Knowledge
Three Advantages of Craft
Responsiveness
Manageability
Knowledge Creation
The Craft Work Architecture
Three Keys for Effective Craft Work
Hire the Best
Control by Results, Not Process
Build Flexible Information Channels
Information Technology: New Tools for Craft
IT as a Vital Tool
IT as a Knowledge Pipeline
Meeting the Craft Challenge by Leveraging IT: Three Successful Firms
Buckman Laboratories
Monsanto
Overcoming the Limits of Craft
If Craft Is So Great, Why Isn\\u0027t Everyone Doing It?
Knowledge Comes and Goes
Quality Can Vary
Tacit Knowledge Can Be Hard to Manage
Reengineering as Opposite of Craft
Beyond Craft Work: Leveraging the Learning by Product
Chapter 3— Mass Production Work
Articulated Knowledge as a Powerful Competitive Lever
Mass Production Still Providing Market Advantage
What Exactly Is Mass Production?
Three Advantages of Mass Production
A Proven Formula, with a Big Caveat
Increased Access to Mass Markets
Organizational Power
The Keys to the Mass Production Architecture
Adhere to the Logic of Mass Production
Manage the Details
Organize for Mass Production Work
Technology under Mass Production
If Mass Production Is So Great, Why Isn\\u0027t Everyone Doing It?
Disruptions of the Business World
Process Changes
Organizational Weight
Commodity Products or Services May Not Be Enough
Beyond Mass Production Work: Leveraging Practical Knowledge
Chapter 4— Process Enhancement Work
Quality Represents Evolution in Many Industry Landscapes
What Exactly Is Process Enhancement?
Practical Knowledge as Competitive Lever
Advantages of Process Enhancement
Bringing People Back into the Equation
The Discipline of Mass Production and Beyond
Difficult to Imitate
Keys to Process Enhancement
Workers as Both Doers and Thinkers
A Vision Must Lead to Jishusei
Structural Flexibility
An IT Architecture for Process Enhancement
If Process Enhancement Is So Great, Why Isn\\u0027t Everyone Doing It?
Process Enhancement Positions the Firm on the Path to Mass Customization
Chapter 5— Mass Customization Work
The Next Wave: Precision Markets Demand Mass Customization
Mass Customization: Proceed with Caution
Market Change Leading the Way toward Mass Customization
The Precision Market in the Twenty-first Century
Architectural Knowledge Is an Important Competitive Lever
Advantages of Mass Customization
Combine Low Cost with Customization
Stay Even More Focused on the Customer
Keys to a Mass Customization Architecture
Apply Robust Modular Resources
Use a Dynamic Network
Centrally Control the Configuration of the Products
Information Technology for Mass Customization
If Mass Customization Is So Great, Why Isn\\u0027t Everyone Doing It?
Mass Customization Plus
Chapter 6— Introduction to the Transformation Pathways
The Right Path Has a Sequence of Specific Transformation Steps
The Pitfalls of Taking the Wrong Path
The Right Path Leads to Finland
Chapter 7— Development: Leveraging Articulated Knowledge
How to Approach Development
Development Builds the Architecture for Mass Production
Chapter 8— Linking: Leveraging Practical Knowledge
The Need for Process Enhancement as a Competitive Response
The Human Dimension in Linking at NIC
Taking the Journey: The Need for Mass Modularization at NIC?
Hollola Takes the Right Path toward Mass Customization
Chapter 9— Modularization: Leveraging Architectural Knowledge
Building a Mass Customization Architecture
Dell Computer Moves to Mass Customization
The Modularization Transformation
The Limits of Modularization
NIC Faces a Choice about Work and Market Value
Taking the Wrong Path . . . and Still Getting It Right
Beyond Mass Customization
Chapter 10— Renewal: Transforming Back to the Advantages of Tacit Knowledge
Renewal to Build Completely New Capabilities
Translating Failure into Customer Need
Assigning Priority to the Learning
Relating Existing Capabilities to the New Learning
Renewal: Back to Craft for Creativity and Innovation
Renewal and the Right Path as a Way of Life
Principles for Taking the Right Path
Simplicity
Discipline
Business Driven
Chapter 11— Beyond Mass Customization: Co-Configuration
What Are the Advantages of Co-Configuration?
The Path from Mass Customization to Co-Configuration: Integration
Technology and the Co-Configuration Capability
If Co-Configuration Is So Great, Why Isn\\u0027t Everyone Doing It?
A Transformation Navigator: A Step-by-Step Guide for Managers
Getting a Jump Start: A Step-by-Step Guide to Taking the Right Path
Step 1: Ask "Who Are We and What Is Our Business?"
Step 2: Ask "What Do Our Customers Really Value?"
Getting a Handle on Market Positioning
Understanding a Firm\\u0027s Major Emphasis in the Market
Step 3: Ask "What Capabilities Will We Need for the Future?"
Step 4: Ask "What Capabilities Do We Have Today?"
Step 5: Ask "How Do We Take Our Journey along the Right Path?"
There Is No Capability Gap
There Is a Capability Gap
Notes
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
A Transformation Navigator
Index
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D
E
F
G
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I
J
K
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M
N
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P
Q
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T
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About the Authors