Mr Khan said:
It's a cultural thing. American companies care a lot less about saving face and more about getting results, so while companies are sometimes stubborn about product lines or features that they should have cut due to the ego of some higher executive, they'll usually cut or change what needs cut or changed (and more importantly, are far more willing to oust the ego-driven executive who was resistant to such changes). Japanese companies, as seen in Sony's case, see their core businesses as a point of pride and feel that abandoning them wholly in the face of setbacks is fundamentally undesirable. Sony can see that in clinging to their TV business, which was the heart and soul of the company at one point and thus dragging their company to the brink of insolvency. Similarly, it's hard to get rid of executives with bad ideas (though they can always be booted upstairs, as happened with Ken Kutaragi or, sadly, Gunpei Yokoi), and more pretense is made on "tweaking" a bad idea rather than scrapping it outright. The advantage for Japanese companies is that their products tend to come off as more organic and natural, so when they get a product right, they get it *right*. Western successes tend to be blander and focus-tested. |
You're probably spot on with that. Hate to say it but it reminds me of Tepco and how they handled the nuclear disaster in Fukushima; more concerned with saving face than actually getting results.









