Cultivating Organizational Capability at Toyota
Dr. John Kyle Dorton(ジョン・カイル・ドートン博士)
Mechanical Engineering BSc, MSc Boston University 1997
一ツ橋大学大学院国際企業戦略研究科博士 DBA 2010
Graduate Union, 17 Mill Lane, Cambridge (Silver Street の角の入り口のほ
Adapting to change requires companies to cultivate capability in people, systems and organizations and innovate beyond dated methods created by previous success. Based on a three-year comparative analysis of interviews and field research at corporate training facilities in Japan, my talk will show how Toyota Motor
Corporation engages this challenge by cultivating problem solving acumen, such as the “Toyota Way”, at every level in the organization.
Toyota has evolved a global corporate training process characterized by a resource-intensive and long-term approach to employee development that builds capability in the organization, in systems, and in people by:
identifying and developing talent to its fullest potential
* Outfitting employees
with the tools to enable change
leaders who champion change by observing, listening and learning
* Cultivating a cultural
mindset of cooperative and collaborative performance
Despite this thorough approach to organizational development and its emphasis on continuous improvement, the recent convergence of external (e.g. financial meltdowns, eroding profits) and internal pressures (e.g. production issues, employee retention) have exposed weaknesses – several of them predicted in previous
studies – in Toyota’s global approach to intra-organizational problem solving.
In closing, I will highlight some of the changes in human resource development Toyota has set in motion to mitigate these issues.
会員 無料、非会員 （学生:2ポンド 非学生:3ポンド)