Human Reengineering

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What can the plant manager at a Japanese soy sauce producer teach us about reengineering? In this case study, the authors describe Toshio Okuno's five techniques for managing major changes in his company. By focusing first on changing people's attitudes toward change and encouraging them to be creative, Okuno brought about significant improvements in processes and results. And the managers and workers, rather than reengineering consultants, began to propose ideas for change. Okuno's techniques work as an integrated system that allow his company to innovate continuously and present many lessons for making change fun.

Robin Cooper is professor of management and director of the Institute for the Study of U.S./Japan Relations in the World Economy, Peter F. Drucker Center, Claremont Graduate School. M. Lynne Markus is professor of management and information science at the Peter F. Drucker Center.

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