| It highlights the sources of inspiration and | | | | Also known as William Ding, Lei is the |
| guidance that are available from management | | | | founder and head of Netease.com, the Chinese |
| and leadership gurus born in the East, who | | | | portal that focuses on on-line gaming and pc |
| have individually and collectively made as | | | | to phone messaging. Lei, still in his 30s, is |
| great a contribution as the more well-known, | | | | one of the new wave of young Asian |
| more commercially promoted, American gurus. | | | | entrepreneurs who are leading the development |
| Many of the Western gurus have based their | | | | of internet based businesses. His ideas on |
| theories and models on the original ideas of | | | | how to manage in the internet environment are |
| the leading thinkers from India, China, | | | | fast becoming the template which most |
| Eastern Europe, and Central Asia. Also, as we | | | | organisations in this field are adopting. |
| shall see here, some of the so-called Western | | | | |
| gurus were in fact from Central or Eastern | | | | Mayo spent his early academic life in his |
| Asia or the Pacific Basin. This article gives | | | | native Australia, where he forged a |
| an insight into just a few of this | | | | reputation as a leading thinker in the areas |
| influential group of original thinkers. | | | | of logic, ethics, and psychology. In his |
| | | | forties he moved to America where he |
| Mistakenly considered by many to be one of | | | | eventually taught at Harvard as a professor |
| the American gurus, Ansoff was in fact born | | | | of industrial research. Mayo is now acclaimed |
| in Russia but moved to the USA with his | | | | as the father of the Human Relations school |
| family when he was 18. There he studied and | | | | of management, being the first major voice |
| later obtained a PhD in Mathematics, worked | | | | advocating a move away from the scientific |
| for the Rand Corporation and then the | | | | management approach towards a more humanistic |
| Lockheed Aircraft Corporation, before moving | | | | one. He is also credited with being the first |
| into academia in the USA and Europe. Ansoff | | | | to recognise that flexible, responsive, |
| is best known for establishing strategy as a | | | | learning organisations were likely to be more |
| management discipline, and for laying the | | | | successful in an increasingly fast-changing |
| foundations of modern strategic planning | | | | business world. |
| techniques. His approach was, in his time, | | | | |
| criticised for being too focused on | | | | Morita left the security of his family's sake |
| analytical and planning techniques, but is | | | | business to start a small electronics company |
| now highly regarded as appropriate for the | | | | so that he could continue what had been until |
| fast-changing, complex business world of | | | | then his amateur enthusiast interest in |
| today. | | | | electronics. He formed a company called Tokyo |
| | | | Tshsushin Kyogu, later to be changed to Sony. |
| Hu-Chan is an international management | | | | Pursuing a policy of risk, innovation, |
| consultant, executive coach, speaker, and | | | | creativity, and intuition, Morita built Sony |
| leadership development educator. Specialising | | | | into one of the modern world's industrial |
| in coaching in cross-cultural leadership, she | | | | giants. It was Morita, through the success of |
| has become a leader herself in the new | | | | Sony, who put Japanese innovation into the |
| discipline of executive coaching. Through her | | | | world's consciousness. At the same time, |
| individual and team coaching activities, Ms | | | | Morita has contributed enormously to the |
| Hu-Chan has influenced the strategies of | | | | world of management and leadership, through |
| major corporations and public sector bodies, | | | | the lessons learned from the success of Sony. |
| in North and South America, Australia, and | | | | |
| Asia. | | | | One of Japan's most respected management |
| | | | gurus, Nonaka is the Dean of the School of |
| Born in India, Ghoshal forged a reputation as | | | | Knowledge Science at the Japan Advanced |
| a brilliant thinker whilst studying at MIT | | | | Institute of Science and Technology. |
| and Harvard, and then teaching at MIT, | | | | Developing earlier thinking by Drucker and |
| INSEAD, and the London Business School. In | | | | others, his ideas on knowledge-creation and |
| partnership with Christopher Bartlett of | | | | innovation generating processes in |
| Harvard he first came to prominence as a | | | | organisations has helped to consolidate the |
| leading thinker on international strategy and | | | | establishment of Knowledge Management as our |
| then developed this further to stress the | | | | newest major management discipline. Few |
| importance of innovation and the empowerment | | | | organisations have embraced every aspect of |
| of people as the key to creating a moral and | | | | Nonaka's vision, but those that have are |
| value-creating organisation. Ghoshal was | | | | reaping huge benefits from building the |
| considered to be one of the leading thinkers | | | | active management of knowledge into their |
| in the field of how business must focus on | | | | strategies and structures. |
| relationship building and innovation, rather | | | | |
| than operational efficiencies, to be | | | | Ohmae has pioneered modern approaches to |
| successful. Revered in India, Europe, and the | | | | strategic management, focusing on the role of |
| United States, Ghoshal played a major role in | | | | the strategist, the three key players of |
| shaping the behaviour of the first tranche of | | | | organisation, customer, and competition, and |
| today's global companies. | | | | how to gain strategic advantage. His |
| | | | background is diverse, covering gaining a PhD |
| His own name would not be recognised by | | | | in Nuclear Engineering, leading the Tokyo |
| hardly any member of the general public, his | | | | branch of McKinsey Consulting, acting as an |
| company IKEA is a name recognised by most. | | | | advisor to the Japanese Prime Minister, and |
| Kamprad is also known in the world of | | | | being an accomplished clarinet player. |
| academia and business as having established a | | | | Ohmae's ideas have had a major impact on the |
| model for successful entrepreneurship. He | | | | way in which leading managers think and |
| took his personal values, developed from the | | | | behave today. His emphasis on strategists |
| harsh upbringing in his native Smaland in | | | | needing to be intuitive, innovative, and |
| Sweden, and turned these into a set of | | | | creative are now the norm, and are required |
| concepts that laid down how he wanted his | | | | reading for managers and leaders in industry |
| company to be managed and how he wanted his | | | | and in politics. |
| workers to behave. Called A Furniture | | | | |
| Dealer's Testament, it is a list of simple | | | | Taguchi's importance is in his development of |
| but powerful statements that can be applied | | | | the Quality Management approach introduced |
| to most entrepreneurial projects. | | | | into Japan by Deming and Juran, and pushing |
| | | | the quality control activity backwards into |
| Kartajaya is the founder of Indonesia's | | | | the supplier and design stages, so |
| leading consulting firm, and past president | | | | establishing one of the foundation stones of |
| of the World Marketing Association. His | | | | what we practice as Quality Assurance. He |
| thinking on marketing management is now | | | | also proposed a more holistic approach to |
| incorporated into most masters level | | | | quality improvement, and in doing so made a |
| marketing courses. Kartajaya has worked in | | | | major contribution to what eventually became |
| writing partnership with Philip Kottler, one | | | | known as Kaizen, or Continuous Improvement. |
| of the most respected marketing gurus, | | | | |
| focusing on the application of marketing | | | | Now recognised as the source of much of |
| concepts and principles in the Asian markets. | | | | today's leadership and strategic management |
| One of his major lines of thinking is that to | | | | thinking, Sun Tzu was a military general in |
| stay as the market leader, the organisation | | | | China at the time of Confucius. His writings, |
| must act as if it is not the leader, and must | | | | known as The Art Of War (Sun Tzu Ping Fa) are |
| constantly challenge for the lead, even | | | | a compilation of his reflections on the |
| though they have temporarily technically | | | | strategies and leadership behaviour that |
| achieved that. | | | | underlie success in war. Translated into to |
| | | | relate to today's business world, Sun Tzu's |
| Best known for his innovative work in speech | | | | thoughts on strategy, information and |
| recognition technology for Microsoft and | | | | intelligence, tactics, competition and |
| establishing Google's document management and | | | | competitiveness, communication, and |
| research centre in Beijing, Lee has been an | | | | leadership and management, have enormous |
| influential figure in the advancement of | | | | relevance and are followed by some of our |
| China's position in science and technology. | | | | most successful leaders. |
| He has written on the benefits of combining | | | | |
| the ancient wisdoms and culture of the East | | | | There are many worthy management and |
| with the established management and | | | | leadership figures. Some are giants of |
| leadership approaches of the West, and the | | | | business, some are academics, some come from |
| advantages to organisations in building a | | | | the world of battle and war. In the West we |
| culture of learning, personal empowerment and | | | | tend to turn towards the European and North |
| development of their people. He argues that | | | | American gurus, perhaps because many of them |
| both of these approaches will create balance | | | | also become expert in the art of |
| in the organisation, in line with the Middle | | | | self-promotion, perhaps because our natural |
| Way, one of the principles of the teachings | | | | tendency is to look to our own. However, |
| of Confucius. Interestingly, he also talks | | | | there have been, are now, and will be, |
| about the importance of viewing failure as a | | | | equally valuable contributions from other |
| positive learning experience, a concept that | | | | parts of the world. Here we have looked at |
| is still alien to many elements of Western | | | | some from the East. They are great thinkers |
| society including the business world. | | | | who we can learn much from. We should not |
| | | | ignore them. |