Managers who adopt the new thinking offered here will accept as second nature the idea that what decides an organization’s long-term profitability is the way it organizes its work, not how well its members achieve financial tar gets. This chapter compares the long-term records of Toyota and the American “Big Three” automakers to demonstrate the truth of this proposition. It posits Toyota’s principles as an example of new management thinking called “management by means.” Management by means is the antithesis of “managing by results,” practices identified…with Toyota’s American competitors. Those who manage by results focus on bottom- line target and consider that achieving financial goals justifies inherently destructive practices. Those who manage by means consider that a desirable end will emerge naturally as a consequence of nurturing the activities of all employees and suppliers in a humane manner. Managing by means requires a profound change in thinking that is a bold alternative to conventional management thinking and practice (ibid.: 12)