Many reasons have been offered to explain why leading Japanese companies have been so successful, but the single most important reason is the loyalty and sense of purpose which is so deeply embedded in successful Japanese organizations. This is not a cultural or inherited trait. It is a result of a practiced commitment on the part of Japanese managers. They have demonstrated that business goals, sales quotas, profit objectives, ROI, and any other measurable criteria have little meaning if they must stand by themselves. To realize the enormous creative potential and productive strength of an organization requires that managers practice and demonstrate loyalty and a sense of purpose, which can inspire and motivate employees to dedicate themselves to the long-range success of their company.
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