Toyota Group genba leaders, selected by roles rather than titles, gathered for a candid dialogue with Chairman Akio Toyoda, who has vowed to take responsibility and "lead the transformation."
Creating something from nothing
I was recently assigned to work on developing new markets. When given the chance to speak with our company president, I asked what I should do and was instructed to “create something from nothing.” While this feels exciting, I’m also unsure how to do it. Could you share any memorable experiences or lessons learned in creating something from the ground up?
Chairman Toyoda
How old are you?
(I’m 41.)
The president asked you to “come up with something new” because you still have a long future ahead of you.
If I was asked to look ahead 30 years, I can’t help but feel that I probably won’t be around by then… (laughs). I’m sure you will still be alive in 30 years.
When I became president, Osamu Suzuki (Suzuki advisor) said to me, “Here comes trouble.”
I wondered what that could mean, so one day, I asked him. He replied, “You could be the company’s president for the next 30 years. If it was around a decade, we could anticipate what you would do as Toyota’s president. But who can keep up with someone who might be in charge and making decisions for 30 years.”
I think that’s what it takes to create the future. If you are 41 years old, use that to your advantage. You even have an age advantage over the current president. Start by seeing it that way.
And if you are unsure what to do, look into the current trouble areas.
A company inevitably has problems that need fixing. Solving these will encourage you to speak with other departments, and in doing that, you surround yourself with people who can offer different ideas.
Rather than trying to do something within your own circle or looking to gain approval, I think the first step toward a new project is making others feel the potential of working together.
Please use your youth advantage well and see what you can do.
Working conditions in an era of diversity
Please share your thoughts on the idea of equal pay for equal work. I was hired for clerical work with the job description of “performing tasks assigned by superiors, as instructed and within the deadlines.” But the way we work has changed drastically since I first joined. Some of us do the same work as administrative and technical staff and also train new recruits in those positions. Others have even taken over the job of main career track personnel. Yet our conditions have barely changed. Although there is a promotion system, the requirements are quite stringent. Even as we are told that job types and gender do not matter, the gap in conditions gives me mixed feelings.
Chairman Toyoda
This is like the spring wage negotiations (laughs). Toyota is a monozukuri company, and until recently, we were trying to catch up with the likes of GM and Volkswagen.
We imitated the things that worked well and improved on them, leading to innovation in the form of hybrids.
The company grew by efficiently making quality products. This process required uniformity among our personnel.
Today, however, the auto industry finds itself in an era of uncertainty with no right answers. At the same time, we have come to be seen as a front runner, meaning that what we do sets an example for others.
Right now, I think the company is figuring out how to proceed within this context. In times like these, diversity is essential. And in this age of diversity, the uniformity-based rules we created are no longer valid.
Previously, in the interest of fairness people were treated as equal, viewed by academic background and type of employment.
But now, in a time when work arrangements are becoming increasingly fluid and job-hopping is commonplace, you will find that we can no longer talk that way.
To motivate a diverse group of people, I think we need to create fulfilled individuals one by one.
I am sure you have heard something like this before. Unfortunately, at this stage we are still figuring out what to do.
But you can’t wait around forever, can you? I can see you thinking, “Get on with it!” (laughs). Although I’m not part of the labor-management discussions, I will make sure to put in a strong word.
For once, a reason to be excited about the labor-management discussions. Isn’t that great? Although your work supervisor might complain: “Do you know how much trouble you’ve caused by speaking up here today?”
To which you can say, “I tried to refuse, but the Chairman told me to attend. That wasn’t my personal opinion—I was speaking on behalf of many others who feel the same way.” (Laughs)
