KENICHI OHMAE

Management Guru
 INTRODUCTION

Kenichi Ohmae is a Japanese organizational theorist,

management consultant, Former Professor and
Dean of UCLA Luskin School of Public Affairs, and
author, known for developing the 3C's Model.
Born in 1943 in Kitakyūshū, Ohmae earned a BS in
chemistry in 1966 from Waseda University, an MS in
nuclear physics in 1968 from the Tokyo Institute of
Technology, and a doctorate in nuclear engineering
from the Massachusetts Institute of Technology in
1970. Ohmae introduced the Japanese
management methods to a broad Western
audience, a specifically the Toyota practice of just-
in-time production. He also outlined the differences
between Japanese and Western companies
 KENICHI OHMAE MODEL OF
INTERNATIONAL BUSINESS

The 3C Model by Ohmae was developed by the

Japanese organizational theorist Kenichi Ohmae, by
the successful and optimum integration of these 3
factors (Customers, Competitors, and Corporation),
the aim of sustained competitive advantage can be
accomplished. It offers a strategic look at the factors
needed for success.
These are the customer, the competitors, and the
corporation. The primary goal of the 3C model
should be the interest of the customer and not
those of the shareholders because a company that
is genuinely interested in its customers will
automatically take care of shareholder interests.
OHMAE’S 3C MODEL
The model elaborates the three key elements — the
corporation, its customers and its competitors —
forming what Ohmae calls the 'strategic triangle',
showing how these should be analysed individually
and also be integrated with each other in pursuit of
effective business performance.
The strategic triangle (3C's) is a framework used to
establish the competitive position of the company in
relation to its customers and competitors. The
framework is based on the premise that competitive
advantage is determined by the ability to deliver
greater value to customers at a lower cost than
competitors.The strategic triangle shows that public
value is created when a given strategy or action has
democratic legitimacy (e.g., the community
supports it) and the support of the authorizing
environment (e.g., a governing board), and when
the government has the operational capacity to
implement the strategy or action.
 WHY IS IT CALLED TRIANGLE
STRATEGY?
It actually comes from the same naming convention
that we used for theOctopath Traveler™ game.
Octo, meaning eight, describes the eight characters
with eight paths you can travel down. So, for
Triangle Strategy, there are three angles (Utility,
Morality, and Liberty) in the game.
One of the first decisions players will make involves
visiting one nation over another. This may seem like
a simple decision, and it is, but the choices get
harder to make as a Triangle Strategy rolls on.
Players must convince their party to side with them.
THREE CONVICTIONS IN TRIANGLE
STRATEGY
1.Morality
2.Liberty
3.Utility
 CONCLUSION

Analysis is the critical starting point of strategic

thinking. Faced with problems, trends, events,
or situations that appear to constitute a
harmonious whole or come packaged as a
whole by common sense of the day, the
strategic thinker dissects them into their
constituent parts. Then, having discovered the
significance of these constituents, he
reassembles them in a way calculated to
maximize his advantage.
n business as on the battlefield, the object of
strategy is to bring about the conditions most
favorable to one's own side, judging precisely
the right moment to attack or withdraw and
always assessing the limits of compromise
correctly. Besides the habit of analysis, what
marks the mind of the strategist is an
intellectual elasticity or flexibility that enables
him to come up with realistic responses to
changing situations, not

simply to discriminate with great precision

among different shades of gray.
The purpose of strategy is to maximize one's
advantage. On a battlefield, this means picking
the right place to fight, the right time to attack,
the right time to retreat, weighing and re-
assessing as circumstances change, but always
with gaining maximum advantage in mind.
Strategy is intuitive, but it is also analytical; it is
analytical, but also intuitive.
Analysis is a cognitive process of breaking a
complex topic into smaller parts to gain a better
understanding of it. Analyzing means separating
a situation into parts and examining the parts in
an attempt to understand what is occurring. In
business situations, analysis involves identifying
business needs related to a situation, identifying
critical issues and determining possible
solutions.