About this Presentation
TOC uses a systemic thinking approach for managing organizations. This systemic thinking can be applied to the management of government too. We can ask a question: 'Is Japan as a country effective as a system?' Most Japanese people would answer that today's government management is not necessarily effective as a system. On top of that, constant political / government scandals repeatedly happen, losing the trust of tax payers. The problems are huge enough, barking all the time year after year to get the attention of lots of people, yet we feel it is an unavoidable reality to the extent that we put undesirable meanings to the words 'politics' and 'bureaucracy'. It might be a good-enough enormity of an unaffected area for us to stand on the shoulders of a giant. This presentation shows the following: -The Japanese government officials' constant dilemma of ever-changing political initiatives –The TOC simple injection surfaced by challenging basic assumptions to bring more result / value to tax payers -A case study of the Miyazaki Prefecture showing the TOC process and results after another political scandal (Governor and government executives arrested). –The holistic country management initiative to expand the TOC knowledge throughout Japan with case studies. -Standing on the shoulders of a giant process revealed in this process.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
This session shows how TOC can be applied to government transformation at a whole-system level, not just in isolated projects, by shifting attention from activity and budget execution to results, timelines, and success criteria.
A central insight is that public-sector change becomes more achievable when initiatives are built around shared Objective, Deliverable, Success Criteria, and clear lead-support relationships that break silo behavior. 3.The Miyazaki case is especially compelling because it pairs governance reform with operational discipline: simple audits, visible progress checks, public sharing of actions, and evaluation based on achievement rather than spending.
One of the strongest takeaways is cultural: when officials see that taxpayer money must not just be spent properly but must deliver results, motivation, collaboration, and learning can rise significantly.
Instructor(s)
Yuji Kishira
As an author, speaker and change management leader, Yuji Kishira has been supporting holistic management transformation in various industries and government organizations. Some of his implementation are actively being picked in the mass media frequently. One of his works, “WinWin-Win public work reform” was adopted by Ministry of Land, Infrastructure, Transport and Tourism and many prefectural, city Government all over the Japan. As a director of Goldratt Consulting, he is involving in various big companies holistic change initiatives to be ever-flouring companies. His special interest in the change initiatives is people’s harmony – WA in Japanese. Inspired by it, he has been rediscovering Japanese implicit best practices and making them into practical explicit body of knowledge. His various books are best and long sellers throughout Japan. He publish many best seller books in Japan and has regular article in Asahi News Paper, one of the most respected national news paper with 8 millions circulation. Born in 1959, Yuji Kishira lives in Kyoto with his wife, Mayuko, author of children picture books. His spare-time interests include Japanese painting and music (as a vocalist of hard rock band).