'Fascinating and insightful' Financial Times For decades there have
been two iconic Japanese auto companies. One has been endlessly
studied and written about. The other has been generally
underappreciated and misunderstood. Until now. Since its birth as a
motorcycle company in 1949, Honda has steadily grown into the
world's fifth largest automaker and top engine manufacturer, as
well as one of the most beloved, most profitable, and most
consistently innovative multinational corporations. What drives the
company that keeps creating and improving award-winning and
bestselling models like the Civic, Accord, Odyssey, CR-V, and
Pilot? According to Jeffrey Rothfeder - the first journalist
allowed behind Honda's infamously private doors - what truly
distinguishes Honda from its competitors, especially archrival
Toyota, is a deep commitment to a set of unorthodox management
tenets. The Honda Way, as insiders call it, is notable for
decentralization over corporate control, simplicity over complexity
and unyielding cynicism toward the status quo and whatever is
assumed to be the truth - ideas embedded in the DNA of the company
by its colourful founder Soichiro Honda, sixty-five years ago. With
dozens of interviews of Honda executives, engineers,and frontline
employees, Rothfeder in Driving Honda shows how the company has
developed and maintained its unmatched culture of innovation,
resilience, and flexibility - and how it exported that culture to
other countries that are strikingly different from Japan,
establishing locally controlled operations in each region where it
lays down roots. For instance, Rothfeder reports on life at a Honda
factory in the tiny town of Lincoln, Alabama. When the American
workers were trained to follow the Honda Way as a self-sufficient
outpost of the global company, their plant pioneered a new model
for manufacturing in America. As Soichiro Honda himself liked to
say, "Success can be achieved only through repeated failure and
introspection. In fact, success represents one percent of your
work, which results only from the ninety-nine percent that is
called failure."
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