Many companies proudly promote their team culture. At Toyota, teamwork is one of the core values. Individualism is deemphasized. In its place is a system in which people are seen as intertwined value streams. Before hiring Toyota tests candidates to ensure they are oriented toward teamwork. All work is structured around teams, at all levels and all functions.
1. Do you think Toyota has succeeded because of its team-oriented culture, or do you think it would have succeeded without it?
2. Do you think you would be comfortable working in Toyota’s culture? Why or why not?
3. In response to the recession and the firm’s first-ever quarterly loss, Toyota’s managers accepted a 10 percent pay cut in 2009 to avoid employee layoffs. Do you think such a response is a good means of promoting camaraderie? What are the risks in such a plan?
4. Recently, DCH Group, a company comprised of 33 auto dealerships, decided to adapt Toyota’s culture to its own, particularly its emphasis on teamwork. DCH’s CEO, Susan Scarola, said, “Trying to bring it down to day-to-day operations is tough. It was not something that everybody immediately embraced, even at the senior level.” Do you think the culture will work in what is typically the dog-eat-dog world of auto dealerships? Why or why not?