Toyota already knows that the gap with Tesla and Byd has its origin in its Japanese company culture

We are living the future. The transition to the electric car and how this is being carried out will define what we will see in the coming years. With a changing political environment, hard emission regulations for Europe And a Chinese market that seems to Just look at borders insidethe investments that are made and the focus of how the future is faced will be key.

Right now, saying what will be the design of a traditional car brand to ten or fifteen views is little less than adventurous.

There are those who assume that Tesla has reached her roofthat Chinese manufacturers have complicated to follow Breaking barriers (economic and psychological in consumers) and that Toyota, very conservative, is the one who is playing the smartest game.

And there are those that defend with cape and sword that Tesla has created a new way of understanding the vehicle, based on software. Also that China carries the front and that it is only a matter of time that we embrace throughout Europe the Byd, Nio, Xpeng and, of course, Xiaomi proposals. They are usually the same as they point out that Toyota is only taking the first steps of their decline or, at least, a logical setback given its brand strategy.

Be that as it may, decade and a half will have to know who is right. However, we must recognize the latter who, in part, Toyota is concerned about how things advance internally. Also that you are taking measures to solve it. And that your business culture is key.

The software as an example of a major problem

We counted a few weeks ago that in Toyota they were worried about the way of working in the company. In their collaboration with Byd in China they had discovered that the company of the neighboring country worked at a devilish pace implementing changes in record time.

They explained then in Reuters that much of the secret were in the evidence that each new change passed before being approved. While European manufacturers made thousands of kilometers before giving green light to each small modification, Chinese brands preferred put it as soon as possible on the street And, if necessary, apply changes when the vehicle development phase was already very advanced.

That cultural shock is even more pronounced with Chinese manufacturers. Consulting specialized in the automobile market have already advanced to Toyota and the rest of Japanese manufacturers that their business culture, in which it is about working on the same concept and repeatedly improve it in search of perfection, is outdated.

Then the Caseoft company already encouraged them to expedite the deadlines and think about electric cars from scratch and not only as a purely electric alternative of their combustion cars. This would allow them to save on components (applying plastic instead of more noble materials) and directly eliminate some of them (such as reinforcements that make sense not to transmit vibrations inside the car but lack them when what moves the vehicle is a combustion engine).

On that path to adapt to the new times, Bloomberg Explain that Toyota has hired Code Chrysalisa Start Up based in Tokyo specialized in software development. That consultant says that Toyota has already understood the importance that software will play in the future but “remains slow.”

With the latest ads about its upcoming electric cars and plug -in hybrids, Toyota confirmed that had worked in software completely renewed and anticipated that they would show more details when these cars are launched to the street. In the presentation of the new TOYOTA RAV4 It was specified that we were facing “the first step towards vehicles fully defined by software.”

Already in May, Financial Times He echoed that Toyota had put a greater effort to evolve his software, understanding that in the future it will be a purchase value (if it is not already). With them, we knew that Toyota looked at Chinawith the aim of evolving and learning from those who have revolutionized the interior of their vehicles.

Now we also know that, by the hand of Code Crysalis, the company is organizing camps in Silicon Valley to learn coding intensively and then try to replicate what they learned in its future models. However, in Bloomberg They point out that part of these chosen employees are disappointed Because they understand that efforts are still insufficient.

In fact, the media indicates that the division designed to develop software has not been directly integrated into the vehicle development chain and that, among hands, have digitalization projects that affect the entire company. For some of the workers, the strategy is still too conservative.

In your information, Bloomberg He explains that the company follows a too conservative philosophy in which those who have a long curriculum within the company are greatly rewarded and the labor harmony over risks. They put as an example the case of a worker interested in autonomous driving who, however, when he entered the company, he was doing a quality control of low importance quality.

It is just another example of what Toyota defends as Kaizen philosophy. A business culture directly linked to a philosophical posture in which it is preferred to improve until the exhaustion is known before taking a new product and starting from scratch, on a blank paper.

It is not accidental, therefore, that the company’s strategy is (at least for the moment) strikingly conservative. Toyota does not stop repeating that they will sell the proper car (electric, plug -in hybrid or combustion vehicle) In the right market. At the same time, what is undeniable is that they have a five years being the company that sells the most cars.

The big doubt is whether in decade and a half we will be talking about the first steps of its stagnation or the winning strategy in front of a competition that launched into the arms of the electric car and now see how they have to put patches before this decision.

Photo | Toyota and Byd

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