tag:blogger.com,1999:blog-7108456.post3592125909521573565..comments2008-06-07T02:13:38.076-05:00Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-7108456.post-1844407888072989502008-04-03T18:51:00.000-05:002008-04-03T18:51:00.000-05:00The key is not believing your own hype and creating a culture that is constantly challenging your relevance in the marketplace. By the way, feel free to download a copy of our book from our atomicacreative.com site. We look forward to your feedback :)Tatshttp://www.blogger.com/profile/09772481909948148970noreply@blogger.comtag:blogger.com,1999:blog-7108456.post-74852169571435888162008-04-03T14:43:00.000-05:002008-04-03T14:43:00.000-05:00Dell fell in love with it's direct model a bit, don't you think?Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-7108456.post-47992685034906647592008-04-03T10:03:00.000-05:002008-04-03T10:03:00.000-05:00Interesting article. <BR/>I would hope that the book makes the case better, but the interview really doesn't tie Toyota into this concept very well. Toyota succeeds at avoiding "inventor-itis" in two ways. First, they focus on adding value from the perspective of the customer. As the article you linked says, that means doing more up-front assessing of the customer's needs and less fauning over your own engineering prowess. <BR/>Second, Toyota has a continuous improvement culture where the inventors are never satified with what they have already done. The engineers are taught never to be satisfied with their past accomplishments.Andy Wagnerhttp://www.blogger.com/profile/04571752564693294372noreply@blogger.com