Winning Organization

"The achievements of an organization are the results of the combined effort of each individual." ~ Vince Lombardi Yourself & Your Team Cross-functional Excellence Systems Thinking Lateral Thinking Leadership Leadership Attributes Cross-functional Excellence Managerial Leadership Entrepreneurial Leadership Values-Based Leadership Principles-Centered Leadership Leading Change Inspirational Leadership Your Organization & Processes Corporate Culture Shared Values Innovation-Adept Culture Inspiring Culture Synergistic Organization 9 Signs of a Losing Organization Balanced Organization: 5 Basic Elements Cross-functional Management Organizational Capabilities Process-managed Enterprise Opportunity-focused Organization Adaptive Organization Your Strategies Balanced Business System The Power of Balance The Tao of Business Success 6Ws of Sustainable Corporate Growth The Tree of Business Results-Based Leadership Enterprise Strategy Strategies of Market Leaders Strategic Thinking Strategic Intent Corporate Vision, Mission, & Goals Resource-Based Model

Creative Leadership Leading Others to Lead Themselves People Power New People Partnership Employee Empowerment Energizing Employees Inspiring People Influencing People The Fun Factor Developing Yourself and Others Coaching Motivating Team Building and Teamwork Team vs. Group Team Leader: 9 Roles Team Culture Management Team Cross-Functional Teams Managing Cross-Cultural Differences Injecting Relentless Growth Attitude

Inclusive Company Leveraging the Power of Diversity Creative Chaos Environment 7-S Model Performance Management Synergy Attitude Motivation Sustainable Innovation Organization Operating vs Innovating Sustainable Competitive Advantage Corporate Capabilities Entrepreneurial Organization Flat Organizational Structures Innovation System Organizational Transformation Building Innovative Culture Transformational Leadership Efficiency Improvement Continuous Improvement Firm (CIF) Performance Measurement

Strategic Road-Mapping Venture Strategies Managing Change Creating Change 80/20 Theory of the Firm Resistance to Change 25 Lessons from Jack Welch Opportunity-driven Business Development Radical Innovation vs Incremental Fast Company Fast Decision-Making Establishing Guiding Principles Letting Best Ideas Win Getting Rid of Bureaucracy Knowledge Management Knowledge-Based Enterprise Learning Organization Teaching Organization Coaching Organization Managing Knowledge Workers

9 Signs of a Losing Organization 4. High Bureaucracy: bureaucratic organizational structures with too many layers; high boundaries between management layers; slow decision making; too close monitoring of things and subordinates; too many tools and documents discouraging creative thinking; bureaucracy is tolerated... More The Tao of Employee Empowerment Yin: Treat employees as owners Yang: Inspire, challenge imagination... More Three Major Stages of Organizational Evolution8 1. 2. Bureaucratic: strategy is not emphasized; hierarchical structures; linear focus; dehumanized Complex: quantitative strategy; laterally complex structures; bifurcated, conflicting focus; limitations of workforce performance Adaptive: visionary, human strategy, simpler in context structure; work/family integration systems; capability and efficacy of workforce 10 Rules for Building a Great Business 5. Create a winning organization... More Corporate Culture Strategies for Building a Growth Culture Reward collective, not individual, successes, but maintain clear individual accountabilities and keep heroes visible... More Some Ideas for Breaking Down Barriers To Communication Organize cross-functional teams for all sorts of projects. Make them as loose or as formal as you see fit but be

Why Institutional Excellence? The leaders of great companies are not just great at growing profits. Most importantly, they are organizational architects determined to establish institutional excellence for as long as the company is in business. Institutional excellence is a sustainable competitive advantage that enables your business to survive against your competition over a long period of time. "When institutional excellence is in place, companies can achieve industry leadership for decades and generations."1 Why Organizational Change Fails: 8 Errors 3 Strategies of Market Leaders Market leaders win by building an adaptive, innovation-friendly organization and establishing an inspirational growth culture. The best companies put a lot of efforts in developing great leaders and establishing winning teams... More 3 Strategies of Market Leaders The Key Challenges To Organizational Success A global survey of team leaders to executives revealed that soft issues such as inspiring corporate culture are over 3 times as prevalent as hard issues such as finance. Leaders are twice as concerned about leadership than all other issues combined. When divided between hard issues such as finance and supply and soft issues such as culture and communication, the soft stuff appears to be three times harder... More Balanced Organization: 5 Basic Elements Leadership (Fire): Corporate vision inspires and energizes all employees... More Corporate Culture In six words, corporate culture is "How we do things around here." Corporate culture is the collective behavior of people using common corporate vision, goals, shared values, beliefs, habits, working language, systems, and symbols. It is interwoven with processes, technologies, learning and significant events. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. So corporate culture encompasses moral, social, and behavioral norms of your organization based on the values, beliefs, attitudes, and priorities of its members... More How To Avoid the Hassle of Commercializing University Technology 16 Ways By: Terry Collison If you have a technology policy and a procedure, make sure nobody in

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sure that there is good mixing and that all of the departments contribute... More Developing The Fast-Paced Flexible Culture By: Michael Dell Set a Common Goal. Mobilize your people around a common goal. Help them feel a part of something genuine, special, and important, and you'll inspire real passion and loyalty... More Building a Team Culture 10 Action Areas

the university community actually understands what it is. Complexity is good... More Building an Innovation-friendly Organization If you want to be a market leader, you must establish an innovation-friendly organization, Leaders of successful, high-growth companies understand that innovation is what drives growth, and innovation is achieved by awesome people with a shared relentless growth attitude and shared passion for entrepreneurial creativity and for turning ideas into realities... More The Jazz of innovation: 11 Practice Tips Flat Organizational Structure One key to successful business evolution and growth in today's rapidly changing economy driven by knowledge and innovation is to let go of centralized control. People who stay closer to customers know better the market needs and can respond faster to rapidly changing customer requirements. In flat organizations, decisions are made faster, entrepreneurial creativity of employees is released, and ideas are managed better... More The New-Generation Adaptive Organization Adaptive organization is a new third-stage organization based upon radically new logics of content, configuration, and change based on human capabilities rather than limitations. The three new logics for adaptive organizations include: 1. New logic of content 2. New logic of configuration 3. New logic of change... More The Growing Role of the Business Architect Today's companies need business architects who can take a systems view of a business and build synergies. Smart Business Architect Business architect is a person who initiates new business ventures or leads business innovation, designs a winning business model, and builds a sustainable balanced business system for a lasting success... More Eliminating Bureaucracy Bureaucracy makes work and creates climate in which the customer comes third well after the management and the company's other employees. How much of your energy is expended on purely internal activities? if you

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Empower teams... More Winning Corporate Culture

Values-based Strategically Aligned Adaptive... More Six Organizational Models that Support Innovation

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Innovation Project Team Expert Network Innovation Council... More Systemic Innovation 7 Interwoven Areas

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Organizational Innovation... More Strategic Innovation 7 Dimensions

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Organizational Readiness the ability to take action ... More Eliminating the Bureaucracy Problem

7 Tips Eliminate all staff jobs unless proved to be essential... More

spend less than 20% of your energy on external customers, than bureaucracy has taken hold... More Employee Empowerment A successful corporation must be able to craft a new partnership-based relationship with its employees it must be able to live the ideals of people power, rather than merely talk about them... More Process-managed Enterprise Business Process Management System (BPMS) creates a foundation for your enterprise architecture. By acquiring BPMS your company can gain unprecedented control of the management of your business processes, supplementing your existing systems and accelerating the achievement of your business objectives.11... More Lean Enterprise: 13 Tips Cross-Functional Teams "While separate departments help to develop deep knowledge in each functional area, they also make it difficult to coordinate activities across departmental boundaries. Organizations often establish cross-functional teams to deal with this dilemma."1 Cross-functional teams will also help you to lead innovation and change through your organization... More Kaizen Mindset

25 Secrets from Jack Welch The Prescription for Winning 1. 2. 3. Speed Simplicity Self-confidence 25 Lessons from Jack Welch How To Lead Creative People By: Max DePree Innovation is the lifeblood of an organization. Knowing how to lead and work with creative people requires knowledge and action that often goes against the typical organizational structure. Protect unusual people from bureaucracy and legalism typical of organizations... More

Main Subjects for Suggestions in Japanese Companies Improvement in the working environment... More Kaizen Strategy: 7 Conditions for Successful Implementation . Be the Best Possible 10 Tips by Ten3 NZ Ltd. Good enough seldom is. Organisations that are continually productive and profitable incessantly strive for quality and excellence. Acknowledging that your customers are not prepared to accept an attitude of "that's good enough," how does your organisation's quality standards rate as against its competitors? How do your own personal levels of excellence and quality rate against your current and potential competitors in the employment market? If you don't know the answer/s to these questions, then resolve to find them out immediately. The longer you delay, the larger the gap may be growing between you and your competition!... More

29 Obstacles To Innovation Lack of ownership by Senior Leaders Innovation not articulated as a company-wide commitment... More Innovation Management Policies for Large Corporations By: Bill Gates, Founder of Microsoft Eliminate rivalry between different parts of the organization Keep a flat organization in which all issues are discussed openly... More

References: 1. "Extreme Management," Mark Stevens

Winning Organization Healthy Company Innovation-friendly Organization Principles of Human Resources Management (HRM) Liberate Employees from the Fear of Trying New Things Employee Intellectual Property Agreement Creating a Culture for Innovation 5 Strategies for Creating a Culture for Innovation Teamwork: 5 Characteristics of a Winning Team 17 Indisputable Laws of Teamwork Model of a Team Leader

2. "The 80/20 Principle," Richard Koch 3. "Relentless Growth", Christopher Meyer

4. "A Manager's Guide to the Millennium", Ken Matejka and Richard J. Dunsing 5. "The Basics of Leadership", Merlin Ricklefs 6. "Effective Strategic Leadership", John Adair

7. "The Centerless Corporation", Bruce A.Pasternack and Albert. J. Viscio

8. "MegaChange", William E. Joyce 9. "Strategic Management: Competitiveness and Globalization", Edition 4, Thomson Learning

10. "Business Process Management (BPM) is a Team Sport: Play it to Win!,"

Andrew Spanyi

11. "Business Process Management: The Third Wave", Howard Smith and
Peter Fingar 12. "Towards the Learning Company", Pedler M., Boydell T. and Burgoyne J. 13. Google: 10 Golden Rules 14. 5 Strategies for Creating a Culture of Questioning , Vadim Kotelnikov 15. How To Transform Your Business Into an Innovative and Creative Culture, Ten3 NZ Ltd. 16. Team Assessment and Improvement, Linda Eve Diamond

Smart Executive Inspirational Leadership: 10 Roles Innovative Organization QuotesInnovationOrganizing for Innovation

Management is about human beings. Its task is to make people capable of joint performance, to make their weaknesses irrelevant." ~ Peter Drucker

"Because people make our automobiles, nothing gets started until we train and educate our people." As seen in these words, which were expressed by Honorary Advisor Eiji Toyoda, Toyota seeks to develop human resources through the activity of making things. Toyota believes that the development of human resources requires the handing down of values and perspectives. In conjunction with the geographic expansion of business and the growth of business areas, undertaking global actions for the development of human resources has become a priority issue. Toyota is building both tangible (a new learning facility) and intangible (course content) structures relating to team member development that ensures a secure and steady flow of qualified human resources to conduct Toyota's global business in the 21st century. Fully Committed and Thorough Human Resources Development Toyota conducts systematic company-wide and divisional training and assignments for training purposes with an emphasis on on-the-job training (OJT) to ensure that associates can fully utilize their abilities. Toyota has defined the required qualifications of "professional staff" 1 for office and engineering positions, and "T shaped human resources" 2 who are able to perform day-to-day activities and expand their skills in technical positions. Company-wide training is conducted based on employee qualifications, as well as specialized training for individual divisions, language training, and special knowledge and skill training. In October 2002, Toyota created the booklet "Toyota Developing People" and distributed it to all associates to create a common understanding that "the source of Toyota's competitiveness is human resources development" and to promote the creation of workplaces where personnel development takes place at all sites and at all levels. 1. Professional Staff: Associates who can create added value on their own

and contribute to society, as well as utilize their strengths and exercise teamwork 2. T Shaped Human Resources: Team members with a broad range of skills, such as English language skills and operational knowledge (the crossbar of the "T") as well as highly specialized knowledge and experience in a particular field (the vertical bar of the "T") Company-Wide Training to Support Professional Staff

"Toyota Developing People" booklet

A Shared Toyota Way In order to carry out the Guiding Principles Key at Toyota Principles Motor of Corporation, The Toyota in April 2001 Toyota adopted the Toyota Way Way 2001, 2001 an expression of the values and conduct guidelines that all employees should embrace. In order to promote the development of Global Toyota and the transfer of authority to local entities, Toyota's management philosophies, values and business methods, that previously had been implicit in Toyota's tradition, were codified. Based on the dual pillars of "Respect for People" and "Continuous Improvement," the following five key principles sum up the Toyota employee conduct guidelines: Challenge, Kaizen (improvement), Genchi Genbutsu (go and see), Respect, and Teamwork. In 2002, these policies were advanced further with the adoption of the Toyota Way for individual functions, including overseas sales, domestic sales, human resources, accounting, procurement, etc.

Toyota Institute In January 2002, the Toyota Institute was established as an internal humanresource development organization that aims to reinforce the organic integration of global Toyota companies by way of sharing the Toyota Way as well as to promote self-sufficiency. The purpose behind the Toyota Institute's establishment is to promote the human resources development of global Toyota in order to promote true globalization and to realize the advancement of Toyota's core values. TMC President Fujio Cho is the Toyota Institute's first president, with 16 full-time associates managing the business. Within the Toyota Institute, the Global Leadership and the Management Development Schools constitute the specific content of the training programs. In 2002, the Toyota Institute conducted training programs targeting global leadership candidates from TMC and overseas companies and for middle management personnel to enhance understanding of the Toyota Way, enable best practice sharing and drafting of action plans, as well as contribute to the creation of a global human network. Outline of Training Programs

Toyota's labor-management relations are based on mutual trust between labor and management. Following a labor dispute in 1950, mutual trust between labor and management was adopted as the foundation of labor-management relations in the joint labor and management declaration concluded in 1962. Since then, repeated discussions have led to deeper understanding and trust between labor and management.

Mutual Trust Between Labor and Management The basic concepts of mutual trust between labor and management are: improvements in the lives of employees are realized through the prosperity of the company, and labor and management thus share the same goal of company prosperity as a common value; management will take into consideration to the greatest possible extent stable employment and will continuously strive to improve working conditions; and employees will cooperate with the company's policies in order to promote the company's prosperity. In the Labor and Management Resolutions for the 21st Century signed by labor and management representatives in 1996, mutual respect was added to mutual trust as a foundation of labor-management relations, and this is reflected in the current Guiding Principles at Toyota Motor Corporation. See details on the Guiding Principles at Toyota Motor Corporation Mutual Trust between Labor and Management Labor and Management Resolutions for the 21st Century (Summary)

Basic Principles of Personnel Management In order to create a relationship of mutual trust and respect between labor and management, personnel management is conducted in accordance with four basic principles: (1) Creating a workplace environment where employees can work with their trust in the company ; (2) Creating a mechanism for

promoting constant and voluntary initiatives in continuous improvements; (3) Fully committed and thorough human resources development; and (4) Promoting teamwork aimed at pursuit of individual roles and optimization of the entire team.

Stable Employment Stable employment that avoids simple layoffs and terminations is a key pillar in the relationship of mutual trust between labor and management. In addition, the Toyota management system is based largely on bringing out to the greatest extent employee abilities, reasoning skills and creativity. Consequently, the simple disposal of human resources, a major management asset, not only damages the relationship of trust, but also hinders the spontaneous display of ability by employees. Accordingly, Toyota always takes a medium- to long-term management perspective and has made the realization and continuation of stable employment through all possible employment policies the fundamental basis of its management philosophy.

Creating Good Workplace Environments In order to reflect the ideas and opinions of employees in corporate activities, in addition to promoting communication between employees of different rank within the company, Toyota has also established a Toyota Creative Suggestion System and started QC circle activities. Toyota has established a number of hotlines for the fast and fair resolution of issues related to compliance, gender harassment, mental health and working conditions. The employee awareness survey conducted every year indicates that "pride in the company" and "employee satisfaction" remain high.

Employee Awareness (Administrative and Technical)

Employee guide to various hotlines

Safety, along with quality and the environment, is an important topic relating to the very foundation of a corporation. Based on the philosophy of "Respect for People," and the fundamental policy that "Safety is management itself" and "it is everyone's responsibility, from senior executives to every employee at the workplace, to place safety first," Toyota is making an effort to create a safe and energetic work environment.

Safety and Health Beginning with development of activities which demonstrate assurance of zero accident record, Toyota has developed a range of independent accident prevention activities. Although the number of STOP6 1type accidents and designated occupational diseases2 in FY2002 were the fewest to date, the goal of zero was not reached. Nonetheless, through these activities, results have been achieved in terms of workplace management and environmental improvements, including the strengthening of workplace teamwork and the improvement in the inherent safety3 of equipment. 1. STOP6: Safety Toyota 0 (zero accidents) Project 6 Activities to prevent six types of accidents which may cause death or disability (caught in machines, contact with heavy objects, contact with vehicles, falls, electrocution, and contact with heated objects)

2. Designated occupational diseases: Injury from dust and noise, or musculoskeletal disorders 3. Inherent safety: Completely eliminate or reduce the risk of accidents associated with work or equipment so as to pursue intrinsic safety at the workplace at the equipment design stage Industrial Accident Frequency (Frequency Rate of Lost Workday Cases)

*The figures for all industries, manufacturing industries and the automobile industry for 2002 are preliminary

Safety and Health Promotion Organization and Structure

Building Good Health Toyota is conducting employee health checks, including items required by law as well as its own items. In 2002, the percentage of completely healthy Toyota employees4 was only 55%, falling short of the goal of

70%. Participation in lifestyle guidance meetings, one measure toward early recovery, was 75%, a lower percentage than the previous year. The ratio of Toyota employees whose health-related work restrictions were lifted5 to those who participated in the lifestyle guidance meetings was, however, twice as high as that of the previous year. As an activity to prevent lifestyle-related diseases, Toyota is conducting a lifestyle improvement campaign and recreational activities, through which it is making efforts to promote better health. Toyota also provided education and information to improve the awareness of each employee, which is necessary to develop better lifestyles. In the future, Toyota will employ the Meal Check System 6 and begin instructing employees on how to improve their dietary habits and Trend in Percentage of educating them thorough self-management. Completely Healthy Employees 4. Completely healthy Toyota employees: Ratio of those with the A rank of health management ratings (no problems found during health checks, and not receiving medical treatment) 5. The ratio of Toyota employees whose health-related work restrictions were lifted:

Number of employees whose healthrelated work restrictions were 1 lifted 00 Number of participants in lifestyle guidance meetings 6. Meal Check System: A system for confirming and evaluating individuals' food consumption patterns, using data of their food and drink consumption in the cafeteria

Mental Health Care Regarding mental health at the workplace, in addition to education in traditional knowledge, all of the newly appointed managers and supervisors undergo active listening courses7 that are effective in the prevention and early detection of mental problems. In FY2002, 810 newly appointed department general managers, group managers, and others at Toyota received this training. Regarding individual mental health care, by strengthening ties among personnel, the workplace, and workers' families, Toyota is Learning communication techniques at an active listening course

improving its follow-up system for people who are on leave. Through these activities, Toyota aims to create a workplace with better communication in the future. 7. Active listening courses: Experiential training in methods of building good communication through understanding and sympathy for others' feelings and emotions; a technique of active listening

With the on-going changes in the labor market environment, due to such factors as the globalization of business and social advances of women, one major task for increasing a company's competitiveness is to have management that can make use of human resource diversity. In 2002, Toyota started a Diversity Project based on the concept expressed in Toyota's Global Vision 2010 of "promoting the creation of environments featuring people from around the world with various abilities and values who are given the opportunity to experience self-realization as individuals." Through this, Toyota aims to increase its employees' motivation and optimize the value of its human resources. See the Global Vision 2010

Toward Promotion of Women's Participation In 2002, based on the principle of respecting diversity and with the aim of reforming management throughout the company, Toyota set its sights on women's participation, reviewing its arrangement with regard to female employees, and taking steps to put a better environment in place. In order to promote the creation of an environment more conducive to participation by motivated female employees, Toyota has made a three-pronged effort to: (1) Help enable women to work and raise children at the same time; (2) Assist in women's career building, and (3) Reform the working environment and employee awareness. Toyota has also introduced flexible working arrangements and constructed child-care facilities at business sites. System for Helping Employees Accomplish both Child Rearing (or Nursing Care) and Work Trends in Number of Employees Taking Child Rearing Leave

*A system similar to the child rearing system is used in the case of nursing care As of March 2003, Toyota had approximately 5,800 female employees, accounting for 9% of the total workforce, but the number of women employed has grown steadily each year as female students' awareness increases.

Trends in Ratio of Female Employees (Example of Administrative Positions)

Employment of Disabled Persons As of March 2003, Toyota employed about 800 disabled people in many kinds of positions at various workplaces. Toyota believes in helping the disabled achieve autonomy within society, and makes it a basic rule to have them work together with other employees. Human consideration is given to the conditions of their disability at the business sites and ways are devised to accommodate them in workplace facilities so as to create a workplace environment that is safe and easy to work in. As of the end of March 2003, Toyota's disabled employees ratio was 1.95%, exceeding the 1.8% Legal Employment Quota.* *Legal Employment Quota: In accordance with the "Law for Employment Promotion, etc. of the Disabled," private companies normally employing 56 or more employees are obligated to employ disabled people (either physically or intellectually disabled) at a ratio exceeding 1.8% of their total workforce Trends in Toyota's Disabled People Employment Ratio

Career Design Forum With the objective of assisting women's career building, Toyota held the Career Design Forum in November 2002 for about 400 female employees. The purpose was to help the women build a network within the company and to give them the motivation to create their own career visions independently and actively. Toyota plans to enhance similar initiatives in the future.

Facility to Help Child Rearing "Toyota Child Care Bubu Land" In March 2003, the "Toyota Child Care Bubu Land," an on-site childcare facility (in Toyota City, Head Office area), was opened so that all employees, both male and female, who wished to continue working while raising children could do so without worry. The facility has many useful features, which include having a resident nurse on the staff and staying open until 10:30 pm. One female employee using the facility (with a one-year-old child in care) expressed her sentiments in the following way: "It's located at the company, so drop-off and pick-up are easy, and I can continue working without having to worry if extra work should suddenly crop up."