[Book Sip] Conditions of Top-Class Managers... The Power to Steal and Make It Mine

Editor's NoteSome sentences encapsulate the entire content of a book, while others instantly resonate with readers, creating a connection with the book. We excerpt and introduce such meaningful sentences from books.

“In the previous work of this book, The Conditions of Excellence, I emphasized the importance of the ‘power to imitate and steal.’ To become a top-tier manager, going beyond just being highly competent at work, it is crucial to possess the ‘power to steal.’ However, this is only a necessary condition, not a sufficient one. To fulfill the sufficient condition, one must have, in addition to the ‘power to steal,’ the ‘power to adapt and apply.’"

The author introduces the work of Tadao Ando, a great architect, as a representative example of the ‘power to adapt and apply.’ The story goes that Ando was fascinated by the uniqueness of the Ronchamp Chapel designed by Swiss architect Le Corbusier and, after long contemplation focused on ‘creating spaces of light inside buildings,’ he built the Church of Light in Osaka. The book also introduces other powers such as the ‘power to visualize,’ ‘power to eliminate waste,’ ‘power to steal manuals,’ and ‘power to create margins.’

When Tadao Ando first encountered the Ronchamp Chapel in Switzerland, he discovered a magnificent drama of light. The Ronchamp Chapel was designed by the famous architect Le Corbusier (1887?1965). Ando set the theme, ‘How can we create spaces of light inside buildings?’ and designed and built the Church of Light in the suburbs of Osaka, Japan. This happened in 1989, as a result of the inspiration he gained from the Ronchamp Chapel. The Church of Light is an attractive architectural work with the concept of a cross of light standing tall inside a dark sanctuary. Although it was born by imitating Le Corbusier’s style, it carries Ando’s unique creativity. In terms of theme, the two buildings are closely related.
“What I learned from Le Corbusier’s Ronchamp Chapel was not about form but about the issue of ‘light.’ It was a discovery that new dimensions of architecture are possible depending on how light is understood and utilized.”
The concept that ‘new architecture is possible by understanding and utilizing light’ was learned by Ando from Le Corbusier. The theme of ‘drama of light’ is a common point between the two architects’ works. However, that is not all. The Church of Light, designed and built by Ando, presents a concept different from Le Corbusier’s Ronchamp Chapel in many ways. This is the ‘power to adapt and apply’ that this book wants to emphasize. Even if you imitate and steal a theme, if you express it by mobilizing your own body and senses, transformation and application inevitably occur. Tadao Ando utilizes the power of transformation and application in architecture.

Toyota-style Improvement Power introduces the process by which Toyota, a globally competitive automobile manufacturer, has aimed to reduce production costs by correcting mistakes and supplementing deficiencies. The core of the Toyota Production System lies in quickly solving problems discovered on-site and changing work methods to be more efficient. After eliminating causes of waste and improving the production system, when returning to the site, previously unnoticed waste elements and problems are discovered. Each time, new standards suitable for the changed situation are established to prevent waste and solve problems. This is the Toyota-style improvement method. If the improvements made are fixed or treated as intermittent, they tend to end as temporary improvements. However, applying the Toyota-style improvement method results in an infinite emergence of waste elements and points to improve.
“Waste appears in different forms each time. Waste evolves like a living organism.”
This is a quote from part of Toyota-style Improvement Power. Toyota has built a system that discovers and improves causes of waste that change form even after reducing or eliminating waste. By applying this system to production, Toyota-style improvement creates efficient processes and a comfortable working environment. The Japanese pronunciation of improvement, ‘kaizen,’ romanized and known worldwide, is Toyota’s ‘KAIZEN.’

Setting work priorities is important because among tasks, some can be done even when tired, and others cannot. The globally famous writer Stephen King published On Writing: A Memoir of the Craft. In this book, he shares his working method. In the morning, he focuses solely on writing, excluding other tasks. In the afternoon, he writes letters or meets people, and in the evening, he enjoys rest. He essentially works only in the morning. Among the writer’s tasks, what can be done even when tired, and what cannot? Reading books can be done even when tired, but writing is difficult in a fatigued state. That is why it is important to secure time when the writer’s passion and energy for writing can be expressed. Not everyone needs to become a morning person like Stephen King. Many writers write better in the evening than in the morning. Whatever the work, if one’s passion and energy peak at midnight, they should work then. Stephen King locks his door to avoid interruptions while writing. He even unplugs the phone line. Blocking all contact possibilities, he plays quiet music. This is to immerse himself in his own world. When he drives himself inward, ideas pour out. King applies this method daily to write. He left countless great works such as Rita Hayworth and Shawshank Redemption, The Green Mile, Misery, and The Shining.
“If you dream of becoming a writer, sit at your desk every day.”
This is advice from writer Uno Chiyo. Sitting at the desk is more important than what to write immediately. This is in the same vein as Stephen King’s statement about ‘always making time to lock the door.’

The Conditions of Excellence | Written by Takashi Saito | Translated by Su-kyung Kim | Saraminamu-sai | 280 pages | 19,500 KRW