toyota change management
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Toyota City, Japan, April 28, 2021―Toyota Motor Corporation (TMC) announced today that it intends to implement changes to its organizational structure and senior professional/senior management employees as described below effective June 1, 2021 and member of the board of directors and operating officer changes effective on the date of the Ordinary General Shareholders' Meeting in June.
In 2018, Toyota announced its intention to transform from an automotive company into a mobility company. Under the common understanding that everyone lives on the same planet, Toyota takes action from the perspective of "home planet," above and beyond the concepts of "hometown" and "home country" that the automotive industry has long continued its business in. The current working generation is responsible for bequeathing this beautiful home to the next generation, as a place where people can live with peace of mind. Under this perspective, Toyota has the "human-centered" philosophy that technology should contribute to people's happiness and health. By utilizing the strength it has cultivated through "monozukuri (manufacturing)", and by incorporating further technological innovations that expand the possibilities of mobility as it responds to CASE, Toyota seeks to provide services that make freedom of mobility available to all people. The company also aims through its businesses to contribute to the realization of SDGs; among the 17 SDGs, reducing CO2 emissions is a global issue and, in order to achieve this, it is vital that electrification―the "E" of "CASE"―is implemented on a global scale.
Countries around the world are issuing declarations stating their aim to be carbon neutral by 2050. To make carbon neutrality a reality in the automobile industry, it is essential that energy policies that incorporate renewable energy and charging infrastructure be integrated with industrial policies that include purchase subsidies, supplier support, and battery recycling systems. Coordinated efforts by various stakeholders, such as governments and industry groups, are also necessary. In the global expansion of its business, TMC, while consulting with the governments of various countries on how to improve environments for promoting electrification, plans to advance an electrification strategy that contributes to the reduction of CO2 throughout the entire lifecycle of its vehicles. Also, to gain the understanding of more of its stakeholders, TMC intends to enhance its information disclosure, by conducting a review and information release within this year concerning whether its external affairs activities are consistent with the long-term goals of the Paris Agreement.
Toward achieving carbon neutrality, TMC is strengthening company-wide efforts to further accelerate its reduction of CO2 emissions. As part of this effort, the company intends to consolidate the resources of environmental technology development that is being carried out in various areas, including workplaces that are responsible for advanced development, and establish the CN Advanced Engineering Development Center. The CN Advanced Engineering Development Center is to be responsible for, among others, technological development related to innovative improvement of electrified vehicle efficiency, advancement of new battery development, promotion of the utilization of renewable energy such as sunlight, and facilitation of various methods to utilize carbon-neutral fuels.
By further deepening coordination within the Toyota Group and cooperation among members of industry, academia, and government in Japan and overseas, TMC intends to press forward in accelerating its engagement in challenges to achieve carbon neutrality.
INTRODUCTIONBusiness organisations are required to update their operational practices with thechanging market conditions to remain competitive and attain sustainable growth anddevelopment (Burke, 2017). The present study is based on case analysis of Toyota regardingchange management. The study will include a description of change occurred along with itssignificance for the company. Further, the culture of the company will be analysed todetermine reasons for resistance towards change. To resolve this resistance, description forthe significance of leadership style and emotional intelligence on the implementation ofchange will be provided.MAIN BODY Description of change and its significanceToyota motor company is considered to be the most famous company engaged inmanufacturing of auto mobile around the world. The company was initiated in 1937 andfounder of Toyota motors was Kiichiro Toyoda. At present, the company has maintained itsposition as the largest manufacturers of cars as a global brand (Cummings and Worley,2014). The company got success from the continuous adoption of efficiency and quality. Themajor reason behind their success is continuously updating and launching of new productsand services in the marketplace with the changing market conditions.In 2010, Toyota Motors declared a considerable change in their managementframework as a part of their rapid development strategy. Toyota is well known in the marketbecause of its improving organizational changes so as to provide a better competitiveness inthe market. These changes differ from revaluation to objectives of management (Marcu,2016). In 2010, some major changes were declared by the company such as to increaseproductivity and efficiency, the previously known Business Development Unit and MarineBusiness Division has been converted into Marine and Unit Business Division. The salesdepartment will take care of this unit. The department of purchasing planning will now be updated to Department ofPurchasing Administrative and the International Purchasing Promotion Division. Further, thepurchasing of body part division will now be restructured to Division of purchasing planning(Benn, Dunphy and Griffiths, 2014). The major aim behind this is to merge foreign and local
Throughout my 20-year involvements with Toyota, its subsidiaries, partners and suppliers, it was evident that the "Change & Uncertainties" were treated a bit differently and sometimes even quite differently than the rest of the large organizations!
* The nature of "Uncertainties" are unknown to us, however we know that they may occur. i.e. we don't know how we may lose the electric power but we know it might happen...
Uncertainties are all around us and we don’t really know what they (the changes) may be, however we can predict their damage, if they occur (impact). Since that’s all we can do, we’d better be conclusive enough, when doing CPM.
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