Select Page

Tebiki or good governance

What? Why? How? By what means? Based on which values? How much energy will be needed? What obstacles can be expected? Tebiki© provides the answer

Tebiki – Japanese for control, leadership. Tebiki is our central tool for sustainable governance. Tebiki© is derived from the Japanese principle “What is worth living for – Ikigai” and is our further development of this principle for enterprises and companies.

We apply these principles to companies and ventures. Therefore, first Ikigai: What? Why? Individuals ask themselves questions about meaning and purpose. And more and more, companies as well. And the answers are helpful for companies in the highest degree. Ikigai, the traditional tool from Japan provides key questions to find cardinal answers.

What is worth the existence of companies? Sure, to make a profit. To distribute a good product. To give people work. There are a thousand reasons why a company is worthwhile, that is, what justifies its existence. But for survival, survival and a sustainable existence, only four precise and resilient answers are needed.

The Ikigai, actually created to determine the location of individual existence in life, also provides these answers for companies and organizations – if one knows how to use it accordingly.

Firstly, “What you love” wants to be translated and also understood as “What the company likes to produce (by all means with love)”.

Second, “What the world needs” – If a product is not needed (for whatever reason), it cannot compete and will disappear. So does the company that produces it (unless it offers another product that is needed).

Third, “What you are good at” – Some manufacturers lack the skill to produce a particular product. the result: an inadequate, poor product. In the digital world of social media and real-time rating, waste is increasingly quickly recognized as such and ends up where it belongs: in the recycling yard. Scrap metal no longer has a long life. Quality, on the other hand, is appreciated. This also applies to so-called cheap products, because the relationship between price and performance belongs in the measurement of quality.

Fourth: “What you can be paid for” – Actually easy to understand. If you produce something but don’t get paid for it, you can only go broke.

In summary: If a company produces what it likes to produce, has the necessary skills to do so, the world also needs this product and is additionally willing to pay for it – only then can the company survive with the production of this product.

In fact, this applies to projects of any kind. If they are started and carried out with pleasure, i.e. with motivation, with personal commitment, also with love, if the necessary skills are available and are also used, if there is also a need for the success of the project, i.e. an interest in the result, and if this result will also pay off – only then will success be achieved.

Back to the consideration of individuals. Quite a few people do what they love but are not paid enough or not at all for it. Some people also do what they love, but can only do it very dilettantely. Many people do what they do not love, but are able to do it very well. The world may also need what they do, even though they don’t love it, so they do it very unwillingly, and yet they are paid very well for it.

Imbalance, the Japanese realized centuries ago, creates disharmony. A lack of balance always comes at a price. For individuals as well as for entire companies. The price can be dying.

The Ikigai Matrix provides a method to avert disharmony, i.e. increased costs, possibly downfall and to stabilize a company or an entire enterprise.

In the G.O.O.D Leadership Framework, the Ikigai matrix is provided with a value scale for this purpose. This makes a possible imbalance measurable and can also be mapped evolutionarily on a time line. After all, these values are not rigid, but change. With Ikigai probably for the better.

Ikigai for companies or organizations means survival assurance.

Tebiki builds on Ikigai

With Ikigai a company / enterprise gets a foundation. Following on from this, a procedure is needed for setting off, namely navigation to the next, most optimal decision. This process provides Tebiki.

Tebiki© Making Decisions is a central component of the G.O.O.D Leadership Framework. Figuratively speaking, Tebiki is a vehicle with a navigation system that sets out on ventures from the protected parking position called Ikigai.

The Tebiki matrix is similar to that of Ikigai. A representation like a compass with four cardinal points. Here, too, the central position means balance. As a tool for determining location, Ikigai can initiate movement, but it is basically static. Tebiki, on the other hand, is the tool for an initiative and thus mobilizing. With Tebiki, the protected parking position of the Ikigai is left for one or more ventures.

As changes of position, departures and upheavals always represent a risk. The Tebiki matrix is used to better assess risks in projects and decisions for projects and to make optimizations for minimizing risks more visible.

The result of the Ikigai thereby becomes the starting point in Tebiki, namely the Purpose within the matrix of Tebiki. This fills the Purpose field in the north of the matrix.

Then in the East: Values – qualities that give a special value to an undertaking or several related undertakings.

Now in the south: Energy – what is mobilized and expended to initiate, execute and successfully complete an undertaking or several related projects – and that also sustainably, i.e. permanently with a lasting positive expenditure balance.

Finally, vests: Reality – that which is and therefore cannot be changed and thus must be strategically included and calculated as a specific given, dependency, obstacle or risk with regard to an undertaking or several undertakings.

Tebiki builds on Ikigai. As a tool for decision making, it worked best when the input for the four fields (similar to Ikigai before) is given estimated values. Estimated values then make the procedure mathematical. Previous results can be compared with current ones, making Tebiki a self-learning governance tool.

If the vehicle Tebiki has been brought to the start and is driving, then with every mile, the probability that the enterprise in question will be driven to the wall dwindles – again, figuratively speaking.

Why this is extremely important?

Only 39% of all projects are completed successfully, i.e. on time, on budget and with the required features and functions.1

In 74% of all failed projects, the reason for failure was a time overrun. For 69%, not all planned features could be implemented. Costs were exceeded in 59% of cases.2

Smaller projects (budget under US$1 million, success rate: 76%) fail less often than large ones (budget over US$10 million, success rate: 10%).3

With Ikigai, disharmony in a company can be recognized and a position of harmony can be strived for. With Tebiki, concrete steps can be planned for sustainable growth.
Rosho.World – your augmented leadership partner, your navigators at the wrecking edges of complexity

1, 2, 3 – Source:; “100+ Project Management Statistics & Facts”; 2021,