Organizational cornering

Using oractika for additional testing and tracing

Abstract

In addition to testing Nobuo Takahashi’s (1997) hypothesis of Leaning on the Future-type systems, Company X, which has been successful in organizational transformation, was traced using data from completed annual surveys taken over five years. Variations were sought in each type of indicator to analyze how the organization handled changes in direction as an estimation of the organization’s “cornering” ability.