Corporate Purpose: Why it Matters More Than StrategyTaylor & Francis, 1999 - 317 sidor Toyota's spectacular performance in the competitive and mature auto industry has been attributed to many factors. They are: Toyota's corporate culture, Kaizen philosophy of continuous improvement, Kanban and Just-In-Time (JIT) production systems, zero defect goal, a lean production system, fast product cycle, ringi or consensus bottom-up decision making, pursuit of highest customer satisfaction, and high quality products. This research suggests that although all these measures contributed to the outstanding performances of Toyota over the decades, the real driver of Toyota's decisions and actions is Toyota's purpose. The study concludes that Toyota is driven by corporate purpose. At Toyota, purpose is clearly understood and internalized by its senior management. The ideologies embodied in purpose provide a strong and unifying mechanism that stimulates the energies and efforts of its employees, and provides a moral compass to attain that meaningful, value-laden purpose of the organization. Toyota's purpose is crafted in its stakeholders power structure, its environment, and its cultural values and assumptions. Toyota's purpose is to be a well-balanced global corporation that is a contributing member of the local communities. It strives to attain this by taking care of its employees, suppliers, and local communities, and by improving the quality of life of people in these communities. The main drivers behind Toyota's strategic key decisions are pursuit of harmonious growth and enhancement of profitability. Toyota's strategic decisions are linked through its key objectives to its operative purpose, which also is its stated purpose. |
Innehåll
CHAPTER ONE Introduction | 3 |
Principles | 10 |
The Possible Fallacies of the Concept of Purposeful | 40 |
CHAPTER THREE The Industry Toyota and the Environment | 51 |
CHAPTER FOUR Toyotas Purpose | 77 |
CHAPTER FIVE Toyotas Key Objectives 101 | 121 |
CHAPTER SIX Toyotas Key Decisions | 141 |
CHAPTER SEVEN Conclusions | 225 |
CHAPTER EIGHT Implications and Recommendations | 255 |
Appendix 1 Research Methodology | 271 |
Appendix 2 Interview Guidelines for Senior Management | 281 |
Analysis of Toyotas Key Decisions | 287 |
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a.target obj attain auto automotive b.no/confli.w balanced believed c.conflict Camry cars changes conflicting objectives continuous sales growth contributing member corporate citizen corporate purpose cost reduction customer satisfaction d.dom decisions and actions division dominant objectives Drucker e.highest obj Eiji Toyoda Enhance profitability global community goals growth and profitability guiding principles higher priority highest objective Hiroshi Okuda important objectives improve profitability industry interviews investments Israeli market Japan Japanese community Japanese economy Japanese employees Japanese society Keiretsu key decisions Kiichiro Toyoda lifetime employment loss of face market share maximize profitability million units needs Neishi objectives of Toyota operational objectives organization organizational overseas percent permanent employees philosophy plant priority objective priority of objectives protectionism protectionist Sakichi Toyoda shareholders strategy suppliers sustain growth Table Terada TMMU Togo Toyoda Automatic Loom Toyota executives Toyota Motor Corporation Toyota Motor Sales Toyota's purpose ultimate objective Uranishi values well-balanced corporation Yokoi