Harvard Business Review    January 1989   Companyism and Do More
Better   Imagine yourself solving an arithmetic problem with the
top managers of a leading Japanese automobile company. As a
group, Japanese producers already export 2.3 million passenger
vehicles a year to the United States. They are also building
capacity for an additional 2.5 million vehicles in North
America. You remind your friends across the table that the total
U.S. market for automobiles is roughly 10 million units a year.
How do they expect 4.8 million of them to be Japanese? What
adjustments do they anticipate?  For example, do they intend to
shut down several of their factories in Japan voluntarily? No,
of course not. What Japanese manager wants to be responsible for
so much domestic unemployment? Do they think General Motors,
Ford, and Chrysler will happily shut down some of their plants
to make room for increased Japanese production? No. Do they
intend to use their new North American facilities as rather
expensive bargaining chips—c