[adapted from an email exchange with Axel at SMLXL] It’s funny how bottom-up, transformative organisational change is usually portrayed as a gung-ho, networked culture youth thing… When I worked for (as it then was) Yamatake-Honeywell in Tokyo, we used to go out to places like the Nissan car factories, where the kaizen quality control systems were entirely bottom up — individual guys on the line had almost complete freedom to find ways of improving process, and the organisation had very well organised systems and communities in the corporate hierarchy to make sure that those tweaks and improvements got picked up, …