sábado, 13 de fevereiro de 2010
My views on Toyota's present woes posted to The Economist's Accelerating into trouble
There are of course no perfect corporations or perfect all-weather full-proof corporate governance culture to guarantee limitless upward trajectory and endless success to every single company.
Toyota, despite current problems especially highlighted because of the company's unblemished past, will rebound by reassuring customers and dealing smartly with the media who are responsible, as would be expected, for a lot of the hype surrounding the snags found.
In a way the company has fallen prey to its own astounding success, as happens so often.Damage control is never an easy public relations exercise when there are any number of interests seeking more blood.
There is however nothing to suggest that Toyota is not living up to its reputation or that it did too little too late only after being pushed into a corner.
For the most part Japanese corporate governance has served the country's companies right making many American and European majors - organisations and individuals - study or seek to emulate them to a degree.
Although there is no case of foul play it is nonetheless a remarkable coincidence that Toyota's troubles began just as the company became the world's biggest carmaker in 2008 - and the Big Three - more so GM and Chrysler than Ford - are finally recovering from the dumps they got themselves into.They could do with a little extra room in the US market.
A welcome breathing space no doubt.
In a nutshell what truly counts is quality and reliability and customer service.
If Toyota stays focused on those it will only be a matter of time before current accelerator fault becomes part of technical history.
A failure only allowed to doers.
As for corporate governance the Japanese might also learn that a loosening of stiff culturally-entrenched-ways could help move ahead in changed times.
Toyota, despite current problems especially highlighted because of the company's unblemished past, will rebound by reassuring customers and dealing smartly with the media who are responsible, as would be expected, for a lot of the hype surrounding the snags found.
In a way the company has fallen prey to its own astounding success, as happens so often.Damage control is never an easy public relations exercise when there are any number of interests seeking more blood.
There is however nothing to suggest that Toyota is not living up to its reputation or that it did too little too late only after being pushed into a corner.
For the most part Japanese corporate governance has served the country's companies right making many American and European majors - organisations and individuals - study or seek to emulate them to a degree.
Although there is no case of foul play it is nonetheless a remarkable coincidence that Toyota's troubles began just as the company became the world's biggest carmaker in 2008 - and the Big Three - more so GM and Chrysler than Ford - are finally recovering from the dumps they got themselves into.They could do with a little extra room in the US market.
A welcome breathing space no doubt.
In a nutshell what truly counts is quality and reliability and customer service.
If Toyota stays focused on those it will only be a matter of time before current accelerator fault becomes part of technical history.
A failure only allowed to doers.
As for corporate governance the Japanese might also learn that a loosening of stiff culturally-entrenched-ways could help move ahead in changed times.