Read 2010

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Thoughts on the Toyota Recall

There is a notion called optimism. It is a believe that everything happens through the grace of God. This notion is about adopting a positive belief to help you tackle with a problem when it arises as this helps you grow stronger. You reexamine what you need to, take immediate action to turn things for the better, and ultimately take yourself to new heights as a result of the problem solving.

I strongly hope that Toyota will handle its latest problem in such a way. Every morning I read the Financial Times (FT), a British business newspaper that comes in a unique shade of pink. I am a keen reader of the FT because it is not as pro-U.S. as American newspapers and maintains a global perspective.

Yet for four days the leading article on the front page of the FT has been the Toyota issue. The headline states "Toyota" when it refers to the company and "Toyoda" to indicate its president; either way, it's always the top news. Every time I scan with my eyes over the pink paper, I feel I want to put it aside. It almost feels as if one of Japan's top brands is plunging headlong day-by-day, and it's agonizing. How did this happen?

I drive a hybrid Alphard. My father and my older brother both drive a Prius. I have asked my father, who's quite vocal about cars, and never heard a word of doubt about the quality of a Toyota. He said to me: "There was probably some sort of software bug, but it's a minor problem." As for me, I have absolutely no doubt whatsoever.

Globis has been honored with an opportunity to conduct employee training at Toyota. From my experience in working with its employees, I distinctly felt the strong corporate culture and "Toyota-ism" among the employees, which ceaselessly disciplines them. Working with them I felt their high spirits that form an unshakeable integrity, regardless of what is written about them. I asked the driver of a Prius taxi I happened to be riding on, and he said to me: "That U.S. accident was probably due to the driving skills." So what went wrong?

There are so many opinions on this subject, such as that this is a revenge for the Futenma issue, or jealousy against Toyota bettering GM, or that the U.S. tends to bash other countries whenever it faces its internal economic crisis. But these utterances will not solve anything. I feel the need to go with this notion of optimism, be grateful for this issue and learn from it.

The basic trouble was that Toyota handled it badly. I see many communication problems, such as late initial action, lack of appropriate explanation and consideration with regards to both logic and emotions. Unfortunately it has turned into a representative case of bad communication.

The basic trick to handling a case such as this is to disclose all of the necessary information appropriately and quickly, and communicate with a sufficient degree of consideration on the emotional aspects. What I thought was the biggest problem in what I read in the FT was President Toyoda's attitude at the Davos Conference. This FT article wrote, "President Toyoda avoided contact with the media at the Davos Conference and left Davos as if to make an escape home." This may not have been the truth; he may have had to return home early for some specific reason, and he may not have had any appointments with the media to begin with. But I think Davos, the place where many media leaders gather, would have been the perfect place to give an explanation. Shouldn't the President have made his case in Davos?

At Harvard Business School, students learn the importance of how a leader needs to communicate under a risk by going through the case study on Johnson & Johnson. Globis University will also establish a new course called "Philosophy and Social Values of a Company," on the themes of corporate ethics and social responsibility, and provide an opportunity for students to learn about the mindset of a corporate leader. The course will teach that the most important thing to keep in mind is to communicate with speed.

You maintain the attitude of "I'll explain anything at any time," and clarify logically with the PowerPoint slides and flipcharts, distinguishing what you do and do not know. You then take more than enough time to answer questions and show that you have no intention of hiding anything. In Western culture, a press conference that thoroughly explains the matter at hand is more important than one for giving an apology.
Globis requires all members of its management team to undergo media training. When I took the training myself, a professional consultant was invited from Hong Kong and was paid 1.5 million yen/day to conduct a seminar. We saw video examples of good and bad conferences, and were thoroughly taught what we can and cannot do. We then held about three rounds of mock interviews in English. The trainer would play back the videos of these interviews and ask us what we did well and what we did poorly. Every executive and manager, including myself, who could possibly be interviewed, was required to take this seminar as a team. It costs a lot, but it is hardly expensive when compared to the possibility of losing your brand value.

I hope that Toyota will work on the optimism notion, learn a lot from this problem and head in a positive direction. With the strengths it possesses, Toyota can take a greater leap forward and I hope it will!

February 24, 2010
Yoshito Hori Twitter@YoshitoHori

 

Mr. Yoshito Hori established GLOBIS Management School in 1992 and GLOBIS Capital Partners in 1996. In 2003, GLOBIS started its original MBA program which, in 2006, received accreditation from the Japanese Ministry of Education and gained “university” status. GLOBIS started a part-time MBA program in English in 2009 and a full-time MBA program in English in 2012.

A Harvard MBA graduate and former Sumitomo Corporation employee, Mr. Hori founded the Entrepreneurs’ Organization (EO) Japan Chapter in 1995 and became the first board member from Asia in charge of Asia Pacific region in 1996. He also served on the World Economic Forum (WEF)’s New Asian Leaders Executive Committee and Global Agenda Council on New Models of Leadership, as well as the Harvard Business School Alumni Board from 2005 to 2008. Currently, Mr. Hori is a board member of the Keizai Doyukai (Japan Association of Corporate Executives), and serves as co-chair of WEF’s Global Growth Companies.

In 2008, he launched the G1 Summit – a Japanese version of the WEF’s annual Davos forum. This led to the foundation of G1 Summit Institute in 2013, which Mr. Hori serves as Representative Director.

Just days after a huge earthquake struck northeast Japan in March 2011, Mr. Hori launched Project KIBOW to support the rebuilding of the disaster-affected areas. The following year Project KIBOW was incorporated as the KIBOW Foundation, which Mr. Hori serves as Representative Director.

An avid enthusiast of the Japanese game Go since age 40, Mr. Hori has been Director of the Nihon Ki-in (Japan Go Association) since June 2013.

Since October 2013, Mr. Hori has hosted a weekly TV program in Japan called Nippon Mirai Kaigi (Japan Future Conference). He has authored several books including Visionary Leaders who Create and Innovate Societies, Six Dimensions of Life, and My Personal Mission Statement.

Mr. Hori received his BS in Engineering from Kyoto University and his MBA from Harvard Business School.

He is an avid swimmer and enjoys spending time with his family, especially his five sons.

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