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Toyota Chairman Akio Toyoda Gathers Frontline Leaders for Dialogue
On February 12, Chairman Akio Toyoda hosted a dialogue with 80 frontline leaders from 20 Toyota Group companies at a training facility in Gamagori, Aichi Prefecture. The gathering aimed to connect with leaders individually and revitalize the Group with their skills, as Chairman Toyoda commented on the need to bridge the gap between Toyota Motor and other companies.
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.
Chairman Toyoda's pledge to "lead the transformation" of the Toyota Group was fulfilled at a press conference. His mindset during his time at Toyota was shaped by his deep commitment to innovation, quality, customer satisfaction, and collaboration. He fostered a collaborative and open environment through regular meetings with his executive team, encouraging diverse perspectives to drive better decision-making and innovation.
Akio Toyoda's leadership philosophy is influenced by Toyota’s long-standing heritage, including the pioneering spirit of his grandfather Kiichiro Toyoda. This reflects a broader cultural lineage of dedication and responsibility.
Before joining Toyota, Akio Toyoda worked in investment banking in the U.S. and U.K. for about two years and then joined a consulting firm. Upon joining Toyota mid-career, he was posted at the Motomachi Plant, where he gained instrumental experience. The experience at the Motomachi Plant instilled in Akio Toyoda the concept of genchi-genbutsu, emphasizing the importance of people close to the products and the genba having a voice.
However, Akio Toyoda's initial experiences at Toyota were marked by people being conscious of dealing with the founding family and avoiding being firm with him due to fear of him going to his father. Akio's father, Honorary Chairman Shoichiro Toyoda, warned him that no one would want him working under them when he joined Toyota.
During the dialogue, Chairman Akio Toyoda shared his belief that all experiences have meaning, and what one takes out of them is up to the individual. The dialogue consisted of questions and inquiries from participants in the morning, followed by cars and conversation in the afternoon.
Akio Toyoda suggests that those who cannot find happiness in their current job may never find happiness. He encourages everyone to embrace their experiences and learn from them, as not all experiences can be had. The gathering was an opportunity for leaders to connect, share experiences, and learn from each other, fostering a culture of continuous improvement (kaizen) and human-centric lean management principles that have been central to Toyota's reputation for quality and reliability.
- Discussing his expectations for the company, Chairman Akio Toyoda expressed the need for a transformative leadership approach to bridge the gap between Toyota Motor and other businesses in the finance sector.
- As leaders engaged in an exchange of ideas during the dialogue, Chairman Akio Toyoda emphasized the importance of learning from diverse experiences, a principle that underpins Toyota's human-centric lean management and continuous improvement culture within the broader business landscape.
