So – if Scaling Up Excellence is a manual about how to create a ‘relentless restlessness’ that drives customer-centric innovation, where does that leave The Toyota Way? Do Sutton and Rao’s prescriptions ‘supercede’ The Toyota Way? What does Sutton and Rao’s analysis tell us about the continued validity of what has become effectively the gold standard in operational excellence?
There are clearly differences in scope. The Toyota Way is a complete philosophical system. It is structured, prescriptive and sometimes rigid; but its impact in engaging people, in nurturing their creativity and commitment to deliver continuous customer-centric innovation, has been awesome. Organizations the world over are proudly attempting to replicate it.
Scaling Up Excellence, on the other hand, does not attempt to define any kind of closed-loop system. It is a distillation of the evidence about how best to promote operational excellence in the real world, shaped into a set of tools, tricks and mantras for ‘fighting the ground war’ that is the pursuit of continuous improvement. And it has a broader canvas too, taking in education, anti-bullying initiatives, creative industries and start-ups, for instance.
But there is a huge overlap. Much of the evidence presented in Scaling Up Excellence can be seen as a ringing endorsement for The Toyota Way. Both Stanford academics, Sutton and Rao pursued their quest with open minds, spoke to a lot of people and were led by the evidence. But their conclusions about how best to scale excellence closely mirror The Toyota Way: Continue reading