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Genchi Genbutsu of the Toyota Way: Finding Local Perspectives

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Cultural Confluence in Organizational Change

Part of the book series: Palgrave Studies in African Leadership ((PSAL))

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Abstract

For the emic approach an adaptation of Toyota innovation philosophy, named Genchi Genbutsu, is being applied. In English, this practice is usually translated as a directive to ‘go and see for yourself.’ For the company it involved formulating questions, interviewing employees, having open conversations with other local inhabitants and validation with local business leaders. Sound explanations and experiences are being described, about local wisdom, customs, values, and beliefs, which inspired management to develop a culture-specific intervention. The chapter ends with the formulation of a small list of Angolan cultural elements that were found in the research, which would guide the change process. Featuring in this list are the respect for authority; the collectivist values; the continuous representative role people in Angola take; the use of familiar yet rather formal committee structures. Last but not least a form of leadership was found and explained, in the form of the Soba, or Angolan chief.

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Notes

  1. 1.

    Liker (2004).

  2. 2.

    Åkesson (2018, p. 28).

  3. 3.

    Liker (2004, p. 223).

References

  • Åkesson, L. (2018). Postcolonial Portuguese migration to Angola. Palgrave Macmillan.

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  • Liker, K. J. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. McGraw-Hill.

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Correspondence to Alette Vonk .

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Vonk, A., Silva, V.F. (2024). Genchi Genbutsu of the Toyota Way: Finding Local Perspectives. In: Cultural Confluence in Organizational Change. Palgrave Studies in African Leadership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-45403-5_5

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