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3-Line Summary Why do even excellent engineers succumb to short-term temptations (competitor following, market voices)? Understanding the structure of cognitive biases and organizational pressure First principles thinking reveals essence, regret minimization provides long-term perspective. Integrating both solves the problem that “questioning assumptions alone doesn’t lead to innovation” Practical framework immediately applicable to project prioritization, technology choices, and career decisions. Make decisions you won’t regret at age 80 Why We Succumb to Short-Term Temptations As we saw in Defining Vision: Strategic Choice from Past Success & Failure, there are three temptations in vision definition: competitor following, market voices, and technological possibilities. Using these as decision criteria seems rational at first glance. However, following them generally distances us from essence and long-term success. ...

3-Line Summary Even if you can define a vision, it’s meaningless unless you can implement it. There’s a huge gap between definition and implementation A process is needed to decompose the vision into decision points, permeate it throughout the organization, measure and evaluate it, and update it regularly By implementing it as a systems architect’s annual schedule, the vision becomes a living decision-making criterion Why Visions Fail to Be Implemented Review of the Previous Article In the previous article (Defining Vision: Strategic Choice from Past Success & Failure), I explained how to define a vision. By following three principles—not competing on competitors’ turf, leveraging your own strengths, and pursuing essential value—you can define a clear vision. ...

3-Line Summary Vision (decision criteria) is decisive, but how to define that vision is the greatest challenge Japanese companies’ failure patterns (smartphones, TVs, solar panels) and success patterns (Daikin, FANUC, Murata, Shin-Etsu) follow clear laws Three principles for defining vision: 1. Don’t compete on competitors’ turf, 2. “Essential value” over “ease of appeal”, 3. Leverage past success patterns Where Should Japanese ADAS Be Heading? Are these conversations happening in your development team? ...

3-Line Summary Whether you can take the initiative depends on two axes: “clarity of decision criteria” and “design of decision timing” Clear criteria enable proactive decisions; unclear criteria lead to reactive responses. Designing decision timing creates planfulness Even excellent decision criteria become obsolete with environmental changes. A mechanism for regular review is essential Why Do People Fall Behind? In the previous article (Prioritizing Multiple Options: Switching Criteria by Context), I explained techniques for prioritizing among multiple options. However, even if you can determine priorities, if those are “reactive decisions made after falling behind,” your hard work becomes meaningless. ...

The Endless Dilemma: “What Should I Actually Decide?” “Can I decide on the specification change for the next-generation control function myself? Or should I consult my manager?” When you consult your manager, they say “think for yourself.” When you decide independently and report, they say “I wish you had consulted me first.” “Can I delegate this decision to my junior colleague?” When you delegate, the direction goes wrong. When you give detailed instructions, you’re accused of “micromanagement.” Your junior becomes passive, waiting for instructions, and your workload never decreases. ...