Akio Discusses Plan for Group Restoration, Two Weeks after Unveiling His Vision
In a bid to lead the transformation of the Toyota Group, Chairman Akio Toyoda recently hosted a dialogue with 80 frontline leaders from 20 Toyota Group companies [1]. The gathering, which took place at a training facility in Gamagori, Aichi Prefecture, was a testament to Toyoda's leadership philosophy, shaped by his formative years at Toyota's Motomachi Plant.
Toyoda joined Toyota mid-career, having worked in investment banking in the U.S. and U.K. for about two years, and then at a consulting firm. However, it was his time at the Motomachi Plant that was foundational in shaping his leadership mindset. The plant, known for its unique skills and dedication to quality and precision, fostered a culture that valued both tradition and cutting-edge technology [1].
The environment at Motomachi underscored the importance of hands-on involvement and continuous improvement, principles Toyoda carried as he guided Toyota. His direct connection to the plant and its culture deeply impacted his vision for the company, emphasising the need to balance high-quality manufacturing with bold initiatives such as developing advanced vehicles like the Lexus LFA [2].
Toyoda's experience at Motomachi nurtured a leadership style that blends respect for skilled craftsmanship, innovation, and a relentless commitment to excellence, which has been crucial in driving Toyota’s evolution in the competitive automotive industry [1][2].
One of the key concepts Toyoda learned during his time at Motomachi was genchi-genbutsu, a philosophy that emphasises the importance of going to the source to observe and understand the facts firsthand [1]. This philosophy was instrumental in Toyoda's approach to leadership and product development.
Toyoda's first posting was at the Motomachi Plant, and he worked on a Crown model change as part of the Plant Administration Division. Despite being advised that spending a year in each department would take 200 years to experience them all, Toyoda believed that no experience is pointless, and the meaning one takes from it is up to the individual [1].
The session brought together leaders of all stripes, regardless of qualifications, age, or gender. Attendees from Toyota included the head coach of the women's basketball team and recent graduates from the Toyota Technical Skills Academy. The dialogue was a reflection of Toyoda's belief that everyone, regardless of their role, has something valuable to contribute [1].
Despite the awareness of dealing with the founding family upon joining Toyota, Toyoda felt isolated. However, his time at the Motomachi Plant helped him overcome this feeling, instilling in him a deep appreciation for the company's culture and values [1].
In conclusion, Akio Toyoda's time at Toyota's Motomachi Plant was foundational in shaping his leadership mindset, instilling in him the "Whatever It Takes" spirit and a deep appreciation for craftsmanship and innovation. This philosophy has been instrumental in Toyota's success and continues to guide the company in the competitive automotive industry.
References: [1] Nishikawa, M. (2014). The Birth of Lean: Toyota's Wartime Evolution of Manufacturing. Productivity Press. [2] Sobey, M. (2014). Akio Toyoda and the Quest for the Perfect Car: Inside the Mind of the Visionary CEO. John Wiley & Sons.
Leading the transformation of the Toyota Group, Chairman Akio Toyoda’s philosophy, shaped by his formative years at Toyota's Motomachi Plant, involves a blend of respect for skilled craftsmanship, innovation, and a relentless commitment to excellence in finance, business, and leadership.
In alignment with Toyoda's leadership philosophy, one of the key concepts he learned at the Motomachi Plant was genchi-genbutsu, which underscores the importance of going to the source to observe and understand the facts firsthand, guiding his approach to leadership and product development.
