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t-three were brought in to help Toyota build an internal culture and brand to support Toyota’s newly-developed external brand values.

 

This brief was met through two major initiatives:

1. The first initiative was to work in partnership with Toyota to develop a set of behaviours to underpin their brand Values internally. Following this we launched the new Values to every member of the company in highly participative and engaging large-group events. The large events were themed around each value in order to embed their understanding of what the Values would mean for them, day-to-day, and how they would visibly demonstrate the values and behaviours in the work they do individually and as teams. The values workshop helped participants:

• Explore and understand what values meant for them
• Assess their own team performance against the values and their indicators
• Create a team values plan to identify tangible actions or activities that would enable them to improve how they evidenced values in the work they did and the way their team operated
• To agree how this team values plan would be reviewed, updated and kept live and current for the team
  

2. The second strand was the development of a senior leadership programme for Toyota’s top 60 leaders, which included a 360 assessment based around the values, executive coaching, group workshops, team events and a skills transfer programme for in-house facilitators.