SERV SERV

“Thank you so much for Toyota’s number one”, the president of Toyota, Fujio Cho, said Richard Wagoner, CEO of General Motors, and focused on the conference table to shake his hand.

“Do you think that nothing,” said Mr. Wagoner, forcing the Japanese exec. “The credit is entirely on you and your quality of society possessed.”

“No, no,” that the Japanese CEO. “We’ve never done, without you the most reliable of incompetence.”

“On the contrary, sir,” the CEO of GM said, eyeing the other leaders on U.S. and Japanese forces arrayed around the conference table, “the credit is exclusively your competence amazing. Finally, you and your company have discovered, as we buy cars people actually want - Form and function well together.

“Yes, I think that is true,” the general manager of Toyota against door.

“And you have discovered how the cars, the state of reliability, Rick Wagoner.

“Yes, I must also agree.”

“And how is it possible that you thank me for support, so that you can number one?” Mr. Wagoner wanted to know. “I do not win one of credit, as always!”

“But no, you see, Mr. Wagoner We owe our success to the fact that you have not discovered any, as cars that people want to buy!”

“We are working”, the CEO of GM said.

“And you’ve discovered how reliable the state of cars?”

“We will also work.”

“May I ask if success was to try to be?”

“I said, we are working on the road away.”

“But, Mr Rick Wagoner, how is it possible that after all these years, you work on cars in order to achieve two important objectives? Of course, I am not about you and your skills current leaders, but Only your predecessor, and I am sure you will be even better. ”

“Thank you. I’ll tell you why we are faced with one or two difficulties. Your company met Mr. Cho, and place the bar where it was higher. ”

“We?

“I wish. Much higher. ”

“And as we have been able, for the highest?”

“They tell me.”

“Because you’re wonderful bottom.

“We?”

“What other explanation can there be, Mr. Wagoner? And now you are fighting to catch up, which, if I’m honest, is another way, tell you failed to do so.”

“But -”

“- I ask forgiveness, my friend differ, but if this is not incompetence, I do not know what is. Of course, as I said earlier, is not your incompetence, but simply that your predecessor. But if I can also bold, please, my gratitude. “Thank you so much for making number one Toyota,” the chairman of Toyota, Fujio Cho, said to Richard Wagoner, the CEO of General Motors, and leaned across the conference table to shake his hand.

“Think nothing of it,” replied Mr. Rick Wagoner, obliging the Japanese exec. “The credit belongs entirely to you and your company quality-obsessed”.

“No, no,” the Japanese CEO insisted. “We could never have done it without your reliable incompetence”.

“On the contrary, sir,” replied the CEO of GM, eyeing the other American and Japanese executives arrayed around the conference table, “the credit is entirely due to your astonishing competence. After all, you and your company have figured out how to make cars people actually want to buy - form and function, combined attractively. ”

“Yes, I think that’s true,” the CEO of Toyota conceded.

“And you’ve figured out how to make cars that are reliable state,” Wagoner went on.

“Yes, I must also agree with that.”

“Then how is it possible that are thanking you for helping me to make you number one?” Mr. Wagoner wanted to know. “I do not deserve any of the credit whatsoever!”

“But do not you, Mr. Wagoner? We owe our success to the fact that you have not quite figured out how to make cars that people actually want to buy!”

“We are working on it,” the CEO of GM replied.

“And you have figured out how to make reliable state cars?”

“We are also working on that.”

“May I ask if you have been successful at either endeavor?”

“I said corner working on getting there.”

“But, Mr. Rick Wagoner, how is it possible that after all these years of making cars you are still working on two such important objectives? Of course, I am not referring to you and your current executives highly competent, but only to your predecessors, and I am sure you will do much better. ”

“Thank you. I’ll tell you why a corner having difficulty or two. Your company came along, Mr. Cho, and set the bar higher than it was.”

“We did?

“I insist. Much higher.

“And how we were able to set it higher?”

“You tell me.”

“Because you set it so wonderfully low.”

“We did?”

“What other explanation can there be, Mr. Wagoner? And now you are struggling to catch up, which, if I may be frank, is another way of saying you have failed to do so.”

“But -”

“- I beg your pardon, my distinguished friend, but if that incompetence is not, I do not know what is. Of course, as I said, not your incompetence, only that of your predecessors. Yet, if I may be so bold, please, accept my gratitude. “Thank you so much for Toyota die Nummer eins,” von der Vorsitzende Toyota, Fujio Cho, sagte Richard Wagoner, CEO von der General Motors, lehnte und sich über Konferenztisch zu den schütteln seine Hand.

“Denken Sie nichts davon,” Mr. antwortete Wagoner, zwingt den japanischen exec. “Der Kredit gehört und ganz auf voll und Sie Ihre Qualität-Gesellschaft besessen.”

“Nein, nein,” japaner die darauf, CEO. “Wir haben konnten denies getan, ohne Ihr zuverlässiger Inkompetenz.”

“Im Gegenteil, sehr geehrter Herr,” der GM-CEO antwortete, eyeing den anderen amerikanischen und Führungskräfte japanischen arrayed rund um den Konferenztisch, “der Kredit ist ausschließlich auf Ihre erstaunliche Kompetenz. Schließlich sollen sich und Sie haben Ihr Unternehmen herausgefunden, wie man Autos Menschen tatsächlich kaufen wollen - Form und Funktion, schön zusammen. ”

“Ja, ich denke, das ist wahr,” CEO von der Toyota Gegentore.

“Und Sie haben herausgefunden, wie man Autos, die legendarily zuverlässig,” Wagoner weiter.

“Ja, ich muss auch zustimmen.”

“Und wie es möglich ist, dass Sie mir danken für die Unterstützung, damit Sie die Nummer eins?” Mr. Wagoner wollte wissen. “Ich weiss nicht einen der verdienen Kredit-wie auch immer!”

“Aber nicht, sehen Sie, Herr Wagoner? Wir verdanken unseren Erfolg auf die Tatsache, dass Sie nicht ganz herausgefunden, wie man Autos, dass Menschen tatsächlich kaufen wollen!”

“Wir arbeiten dran,” von der GM CEO antwortete.

“Und Sie haben herausgefunden, wie man legendarily zuverlässige Car?”

“Wir sind auch arbeiten daran.”

“Darf ich fragen, ob Sie waren entweder erfolgreich zu bemühen?”

“Ich sagte, wir arbeiten an der Weg dorthin.”

“Aber, Herr Wagoner, wie es möglich ist, dass nach Jahren den all machen Autos arbeiten Sie noch auf zwei so wichtige Ziele zu erreichen? Natürlich, ich bin nicht auf und Sie Ihre kompetenten aktuellen Führungskräfte, aber nur zu Ihrem Vorgänger, und ich bin sicher, Sie werden noch viel besser. ”

“Danke. Ich werde Ihnen sagen, warum wir mit einer oder zwei Schwierigkeiten. Ihr Unternehmen kamen zusammen, Herr Cho, setzen Sie und die Bar höher als es war.”

“Wir haben?

“Ich bestehe darauf. Höher Viel.”

“Und wie wir in der Lage waren, um es höher?”

“Sie mir sagen.”

“Weil Sie es so wunderbar niedrig.”

“Wir haben?”

“Was andere Erklärung kann es sein, Herr Wagoner? Und Sie sind jetzt kämpfen aufholen, die, wenn ehrlich ich sein, ist ein weiterer Weg, versäumt sagen Sie haben es, dies zu tun.”

“Aber -”

“- Ich bitte um Vergebung, mein Freund unterscheiden, wenn dies aber nicht Inkompetenz, weiß ich nicht, was ist. Natürlich, wie ich schon sagte, nicht Ihre Inkompetenz, sondern nur, dass von Ihrem Vorgänger. Aber, wenn ich kann so fett , Bitte, meine Dankbarkeit. “Thank you so much for making Toyota number one,” the chairman of Toyota, Fujio Cho, said to Richard Wagoner, the CEO of General Motors, and leaned across the conference table to shake his hand.

“Think nothing of it,” Mr. Wagoner replied, obliging the Japanese exec. “The credit belongs entirely to you and your quality-obsessed company.”

“No, no,” the Japanese CEO insisted. “We could never have done it without your reliable incompetence.”

“On the contrary, sir,” the GM CEO replied, eyeing the other American and Japanese executives arrayed around the conference table, “the credit is entirely due to your astonishing competence. After all, you and your company have figured out how to make cars people actually want to buy - form and function, combined attractively. ”

“Yes, I think that’s true,” the CEO of Toyota conceded.

“And you’ve figured out how to make cars that are legendarily reliable,” Wagoner went on.

“Yes, I must also agree with that.”

“Then how is it possible that you are thanking me for helping to make you number one?” Mr. Wagoner wanted to know. “I do not deserve any of the credit whatsoever!”

“But, do not you see, Mr. Wagoner? We owe our success to the fact that you have not quite figured out how to make cars that people actually want to buy! ”

“We’re working on it,” the CEO of GM replied.

“And have you figured out how to make legendarily reliable cars?”

“We’re also working on that.”

“May I ask if you have been successful at either endeavor?”

“I said we’re working on getting there.”

“But, Mr. Wagoner, how is it possible that after all these years of making cars you are still working on two such important objectives? Of course, I am not referring to you and your current highly competent executives, but only to your predecessors, and I am sure you will do much better. ”

“Thank you. I’ll tell you why we’re having a difficulty or two. Your company came along, Mr. Cho, and set the bar higher than it was. ”

“We did?

“I insist. Much higher. ”

“And how were we able to set it higher?”

“You tell me.”

“Because you set it so wonderfully low.”

“We did?”

“What other explanation can there be, Mr. Wagoner? And now you are struggling to catch up, which, if I may be frank, is another way of saying you have failed to do so. ”

“But -”

“- I beg your forgiveness, my distinguished friend, but if that is not incompetence, I do not know what is. Of course, as I said, not your incompetence, only that of your predecessors. Yet, if I may be so bold, please, accept my gratitude. “