When we refer to a rabbit and a tortoise in the same context, we mean that we are referring to that famous race in which the tortoise crossed the finish line amidst everyone’s amazement. Although the speed of the rabbit and the magnificence of his jumps are undisputed, the tortoise, with her perseverance, set an example that the impossible is possible and that success has many aspects.

After the Western and American model was the only one that won the war, excelled in the economy and recorded the largest number of radical innovations in many fields, there are other models that developed in more difficult conditions of destruction, scarcity of resources and historical isolation, as was the case with Japan. However, it was able to achieve its distinguished position and status in important markets and became an important source of innovations and new practices to form new models for learning that others seek to draw inspiration from visions and benefit from lessons despite the differences in environmental and cultural backgrounds.

 

Americans tend toward radical, big innovation and super-innovation. Americans often prove to be driven by hope and ambition rather than fear of loss. This is perhaps why so many of the new ideas, theories, products, and methods of the twentieth century were American, just as the nineteenth century was a British century of innovation, when Britain was the factory of the world.

 In addition, European immigrants were looking forward to everything new and different and not related to their reality and values ​​from which they had fled, and this explains the American materialism and pragmatism, as well as the priority of efficiency and material standards in business even at the expense of ethics, the priority of the machine (technology) even at the expense of man, and the priority of material well-being with all its products and innovations over other forms of life. Therefore, the United States was moving towards big science projects - which are large research projects that require huge budgets - and its view was growing to unnatural limits towards gigantism (Bigness), which in turn explains part of the American tendency towards radical innovations (breakthroughs) more than its tendency towards gradual innovations or small improvements. Even when a small company comes up with new innovations, it quickly joins and becomes attached to these innovations. The political and economic conditions at that time reinforced such a tendency, as countries were exhausted from wars, poverty and lack of resources, so that the United States became the victorious power in the war and the great economic power with the most qualified financial, technological, administrative and human resources and capabilities to be a factory. the world.

Japan was able to transform from a devastated developing country after World War II to a great economic power. Of course, this did not happen by chance, but rather resulted from an ambitious will and leadership represented in many practices that resulted in such ongoing success. Japan was suffering from war losses, and its foreign relations were bad, as it was indebted to the United States due to its defeat in the war. As for its relationship with its neighbors, the problems of the colonial legacy greatly affected it, in addition to the fact that its low-quality products did not encourage the development of its relations with many countries.

Under these circumstances, Japan found itself forced to rebuild its industrial foundations at the same time as it had to keep up with the Western industry, which was advanced at the time, but of course was not yet capable of radical innovation. Despite this, it did not give up, but rather adopted a policy of continuous product improvement. The Japanese believed that focusing on improving manufacturing processes would constitute a real strength for the Japanese market, as improved processes always entail better production outputs in shorter times. It imported old machines from American companies to use in its factories, as Nissan did. It also brought in American consultants, experts and engineers to operate these machines and train the Japanese on how to use them. In addition, it sent study and training missions to the United States, which was, for the Japanese, the superior model in war, economy and management, and the country with the highest productivity and best quality. 

Some may think that the first beneficiary of product improvement is the inventor of the original product, but this does not apply to the Japanese experience. The continuous improvement of products invented by other countries has transferred it from a developing country to a country with economic strength and a prestigious position among the developed countries of the world. The Japanese industry has developed many products to the point where these improved products have outperformed the original products, whether American or European. In fact, some of these original products are no longer on the market, and others are now facing tough competition to maintain the value of their market share. 

The only negative point about the Japanese innovation model based on continuous improvement processes in the face of the American model based on radical innovation (breakthrough) was that Japan did not produce a significant new product throughout the fifties and sixties, but rather all of its production was focused on improved versions of Western products. If the explanation for the American tendency towards radical innovation is found in the geographical vastness of the country - the continent - and the need to unify races and genders in the many states and excessive individualism, then the Japanese tendency towards innovation - improvement - with all that it means in terms of accepting small improvements and modifications has several explanations. Some say that this Japanese tendency is the result of the Japanese doubting their ability to innovate radically, and others say that this is due to the fact that Japan is a very small country in terms of area, and it is fond of smallness in its culture and myths, as Japanese myths tell of small giants who turn needles into swords and vessels into boats. Now, this fondness for smallness has been reflected in their electronic products based on miniaturization, the most prominent example of which is the devices of the Japanese company Sony. Which led companies in reducing the size of recorders, radios and video devices. 

Whatever the reasons and motivations behind the Japanese model of innovative improvement, no one disagrees that Japan's success in this field has given it the confidence to be a leader in productive innovation in the electronics industry. 

The most prominent metaphor for the Western strategic leap from one innovation cycle to another is that of a hare in a race against a tortoise, with a succession of big leaps followed by a long lull in preparation for the next big leap. In business, lull in most cases means decline and deterioration. 

In contrast, the persevering turtle is the best metaphor for the Japanese experience in innovation, as Japan was able, through the small improvements it made, to exhaust its maximum energy for the innovations achieved by other countries, like a turtle that gains experience through its slow crawling that helps it to master all the details.