Waigaya (not Wagyu) meetings and workplace culture.

An extract from an article on Hondas’ Waigaya meetings that challenges hierarchy and old school, top-down, “command and control” culture. The approach can be frustrating when decisions are pre-programmed due to a process that has been trialled & tested and “Waigayaered” already but insanely rewarding when working towards finding a better way.

The trick is to build a culture that has a DNA that intrinsically knows when a Waigaya approach is needed and more importantly…when it’s not.
This reduces the negative impact on productivity of simple items, not needing full discussion, bringing the entire machine to a halt …

Although waigaya may seem too free-form to be productive and may appear to lack a leadership component strong enough to produce real results, these meetings actually have an organizing framework that, at least in theory, ensures their success. Indeed, the central tenets of Honda Motor’s waigaya approach can best be explained by four straightforward rules:

*Everybody is equal in waigaya, and all can express their thoughts with impunity.
*All ideas must be debated until they are either proven valid or rejected.
*Once a person shares an idea, he or she doesn’t own it anymore—it belongs to Honda, and the group can do with the idea what it will.
*At the end of waigaya, decisions and responsibilities are generated—a precise list of who is to do what, and by when.

The full article is on Strategy + Business
which was Published: August 1, 2014 / Autumn 2014 / Issue 76 by Jeffrey Rothfeder

Why every brand needs a heartbeat.

Simon Uwins comments on brands are interesting. Read his full article to get the context.
Given the current projects that I am working on, the following quotes are of interest to me.


the culture of the company needs to exude a warmth, an emotional electricity whenever and wherever a customer touches it. In other words, it needs a beating heart.


in today’s connected world, a brand is largely defined by customer experience (and the sharing of it) rather than by any image created through advertising, however heart-warming it may be. Customers can now sense what the culture behind the brand is really like.


Building such a culture is more than just developing internal marketing campaigns. Employees after all are people, and people cannot be programmed or scripted to exude warmth. Rather, in my experience, three essential ingredients have to be in place: Purpose, Desire, and Belief.

Click through to Simons blog post on Why every brand needs a heartbeat.

Brands are built on what people are saying about you

Brands are built on what people are saying about you, not what you’re saying about yourself.

A quote that’s relevant to me from a concise article on
The Art of Branding by Guy Kawasaki.
I first saw Guy when he delivered a keynote at PMA Las Vegas in the late 90s titled “eat like a bird and poop like an elephant
“. This was the title of a chapter in one of his books. Looking at the chapter listing, perhaps it’s time to re-read now that a decade or so has passed.

Thank you for sharing the article on branding Mike Harley.