Hondaのグローバル体制は、「自主自立」から「協調と連携」へ  リーダーの育成が鍵
Honda Shifts Focus from Autonomy and Independence to Harmony and Collaboration
on a Global Scale Leadership Training as a Key Factor 

Boon Siew Honda Sdn. Bhd.
 安田 啓一氏
Chief Executive Officer and Managing Director Keiichi Yasuda 

 本社人事としてグローバル人材戦略を主導し、タイ現地法人に人事として赴任。その後マレーシア現地法人にManaging Directorとして赴任された安田啓一氏に、お話を伺った。

With the emergence of electric vehicles, autonomous cars and other such innovations, big changes are taking place in the field of mobility - changes that are sure to have a great impact on the world. But how will Asia, whose markets are currently in the midst of major growth, view and respond to such changes at home? And how will companies in Asia view human resources development (HRD) issues from the perspective of both domestic and global strategy?
We sat down to talk with Keiichi Yasuda of Honda Motor Co., Ltd., who has played a leading role in the development of global HR strategies at the company. After working in Japan, Yasuda was assigned to Asian Honda Motor in Thailand to handle local personnel operations, and later relocated again to serve as the managing director in Malaysia.


田口 モビリティ業界では「CASE(Connected, Autonomous, Shared, Electric)」というキーワードが登場しています。このキーワードの意味を知るだけでも、業界全体が大きな変化を迎えつつあることがわかります。安田様はアジアで、

安田 CASEに代表されるような先進技術を搭載した四輪や二輪が走り回る、あるいは部品などのサプライヤー構造が急激に変化するといった大きな波は、アジアではまだ先の話というのが実感です。今、本格的なモータリゼーションを迎えたアジアでは、廉価で高品質な商品であることが重要です。これまで同様、そうした商売の基本をしっかりやっていくことこそ大切、という状況です。




Shifting focus toward global harmony and collaboration rather than differentiating between headquarters and subsidiary staff

Yoshiko Taguchi (CELM ASIA): The mobility field has come to focus in recent years on elements of CASE, which stands for “Connected, Autonomous, Shared, Electric”. The existence of this word alone tells us that huge transformations are now taking place throughout the industry. Mr. Yasuda, what changes have you personally witnessed in the Asian market?

Keiichi Yasuda (Honda): The truth is, we have yet to see a significant number of four-and two-wheeled vehicles utilizing CASE-related, cutting edge technologies in mainland Asia. It’s also a bit too early to expect any major, transformative impacts on supplier organization in terms of parts and so forth.

 Wider Asia, outside of countries like Japan and China, has been undergoing full-fledged motorization in recent years, with much emphasis on offering high-quality products at low prices, and I feel it is important to continue pursuing commercial operations, as we have up until now, based on this ideal. However, several nations in Asia have already started their transition toward the use of electric vehicles. This may be a bit hard to believe considering the current states of these markets, but that doesn’t mean one should just stand by idly and watch while everything changes. The big challenge facing our entire industry today is how to work with governments on drafting relevant industry standards, building infrastructure and taking other steps necessary to prepare for the upcoming popularization of electric vehicles, connected vehicles and the like.

 So where do we start? Traditionally, we had adopted an approach centered on autonomy and independence, focusing on each country or region separately. This stems from the common way of thinking that it’s effective, and just plain natural, for local personnel in each country to take the lead in initiatives for their own country. However, as large-scale innovations and changes such as the introduction of electric cars begin to occur on a wider scale, it’s becoming necessary to pursue international collaborations. This might require, for example, having nations who have made the most advances in the field take the lead, or perhaps provide support and assistance for the other nations.

 When it comes to the matter of developing leading-edge technologies, individual overseas subsidiaries don’t have the ability to do this on their own, and such an approach would be highly inefficient. It might be best to leave advanced manufacturing operations to Japan, and have engineers from around the world come to Japan in order to bring back relevant technologies, techniques and knowledge to their own countries. With the way things are today, it’s important to move past distinctions between headquarters and subsidiary employees, and instead widen our perspective to enable a more global approach focused on harmony and collaboration.

Interviewer/CELM ASIA Pte. Ltd. Managing Director 田口 佳子(Yoshiko Taguchi) / General manager 佐藤 陽介(Yosuke Sato)

  1. 1
  2. 2
  3. 3