TOYOTA SUPPLIER DIVERSITY / MARCH 2017 1 2017 / ISSUE...

1T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7

S U P P L I E RD I V E R S I T Y

N E W S L E T T E R

2 0 1 7 / I S S U E O N E

H A R N E S S I N G T H E P O W E R O F

D I V E R S E T H I N K I N GP A G E 6


03 From the Editor

04 Partner Spotlight: Phala Mire

06 Harnessing the Power of

Diverse Thought

10 Executive Message: Adrienne Trimble

11 Meet the Team

12 Upcoming Events

Published by: TOYOTA

W W W . T O Y O T A S U P P L I E R . C O M

© Copyright 2017 by Toyota Motor North America. All pieces reproduced in this issue are under prior copyright of the creators and publisher by the contractual arrangements. Nothing shown may be reproduced in any form without obtaining the permission of Toyota and any other person or company who may have copyright ownership.

T A B L E O F C O N T E N T S


G R E E T I N G S ,

Since Deloitte’s 2013 study on ‘diversity’s latest frontier,’

or diversity of thought, how we individually think and work

has remained a hot topic in the business community, and

rightfully so. Going as far back to include our childhoods, the

distinctive ways we process information and solve problems

reflects our unique professional and cultural experiences. This

process ultimately shapes how we contribute - particularly at

work - and to what level.

In addition to adding depth of perspective to teams across

the country, this emerging spectrum of thought is also driving

dynamic and impactful changes throughout organizations.

Our very own Supplier Diversity team offers a great example.

As many of you know, team members from the sales, financial

and engineering/manufacturing sides have united as One

Toyota. Based on previous work cultures and processes, each

person is understandably bringing their own ideas, especially

as it relates to achieving our shared goal of engaging more

diverse businesses. And that’s okay! It’s something we’re all

embracing and developing to elevate the relationships we’re

building internally and externally.

As leaders and advocates for diverse business inclusion,

it’s always important that we challenge and expand what

‘diversity’ means to us. Oftentimes, this entails being open

to the distinct perspectives of our colleagues and peers. In

this issue, we enlist unique insight from leading companies,

strategic partners, and Toyota executives on the value of

‘diversity of thought.’ Whether it’s one small quote, a saying

or takeaway, I hope you’re inspired to harness the power (and

competitive advantages!) of the different ways we can think

and work together.

Best regards,Chuck

F R O M T H E E D I T O R

Chuck HendrixSenior Manager,

Purchasing Supplier Diversity

Toyota

As leaders and advocates for diverse business inclusion, it’s always important that we challenge and expand what ‘diversity’ means to us.

“


P A R T N E R S P O T L I G H T

C O M P A N Y P R O F I L E

C O R E C A P A B I L I T I E S

WBE & WOSB Certifications,

Supplier Sourcing, Facilitation of

Business Opportunities, Training &

Development

H E A D Q U A R T E R S

New Orleans, LA (with a five

state territory that also covers

Mississippi, Alabama, Tennessee

and the Florida Panhandle)

C E R T I F I C A T I O N ( S )

Women’s Business Enterprise

(WBE) and Woman Owned Small

Business (WOSB)

S U P P L I E R R E L A T I O N S H I P W I T H T O Y O T A

Strategic Partner

A seasoned Supplier Diversity executive, Phala Mire is

well versed on fostering minority and women-owned

business growth. With an extensive career in leading

National Minority Supplier Development Council

affiliates, Phala brings over a decade of experience to

her role as President of Women’s Business Enterprise

Council South (WBEC South). Since 1994, WBEC South

has advanced and enhanced business opportunities

between corporations and women-owned enterprises

(WBEs). A founding Regional Partner Organization

of the Women’s Business Enterprise National Council

(WBENC), the growing association is currently the

nation’s largest third-party certifier of WBEs.

You come from a strong Supplier Diversity background. What inspired you to get your start in this field?

Interestingly enough, I became involved with Supplier

Diversity by accident. In 2003, I was running a non-

profit when I was recruited by several board members of

the Louisiana Minority Supplier Development Council.

Although I was an experienced non-profit executive,

I still considered myself relatively new to Supplier

Diversity. So, there was definitely a bit of a learning

curve there. However, I quickly developed an enduring

passion for diversity and inclusion, which led me to my

current role at WBEC South.

F I V E Q U E S T I O N S W I T H . . .

P H A L A M I R EP R E S I D E N T & C E O , W B E C S O U T H

C O N T I N U E D O N P A G E 1 0


P A R T N E R S P O T L I G H T

C O N T I N U E D

With your experience working on the Council side, what value do you see in cultivating “diversity of thought,” or the unique ways we all process information and make decisions?

Regardless of program, event or initiative, the WBEC

South team strives to ensure that our board, staff and

committees are diverse on all levels. For us, embracing

different ways of thinking is imperative.

The distinct ways we receive, process and act on

information are critical to driving innovation, expanding

markets and combatting personal and professional biases.

We’ve found that our commitment to thought diversity

promotes robust discussion and creative solutions

throughout our organization.

In what ways do the unique perspectives of WBEs, corporate members and/or strategic partners help WBEC South continually grow and develop as an organization?

To meet the ever-changing needs of the Supplier

Diversity industry, our stakeholder community constantly

challenges us to improve our processes, programs and

leadership direction. Long ago, we realized that as an

organization, we are only successful if those that we

represent and serve are also experiencing success. As

a result, we’re always striving to advance the supplier

diversity goals and aspirations of our invested partners.

Why do you think it’s important for Council partners and members to collaborate and partner with companies of different sizes, industries and backgrounds?

Recently, a few councils, including WBEC South,

commissioned an Economic Impact Study. The findings

revealed what many of us in the industry have known for

a long time - the impact of certified WBEs on job creation

and local, regional and national economies is astronomical.

Hence, there’s still tremendous opportunity and untapped

value for corporations looking to utilize and develop small

businesses and certified suppliers.

After all, WBEs represent a wide array of expertise, products,

backgrounds and services that can enhance operations

and greatly optimize the bottom line. And while we have

an impressive cadre of large suppliers, smaller companies

(including startups) are also disrupting and expanding

markets, introducing innovation, and promoting cross

cultural understanding for their corporate customers.

Fast-forward three to five years from now – where do you see WBEC South?

We are just beginning to explore new ideas and innovative

programs that will help change the way we foster, grow and

develop women-owned businesses. In addition to expanding

our satellite operations across our five-state region, I look

forward to WBEC South growing as a network of industry

partners and certified WBE clients. Within the next five

years, I truly see us solidifying ourselves as a nationally

recognized leader in Supplier Diversity, entrepreneurial

development and women-owned business certification.

True to the ever-evolving art form of technology itself, crediting

the Internet’s discovery to one person is simply impossible.

From visionaries of the early 1600s to programmers and

engineers of the 1900s, countless men and women played a

critical role in launching what we know as cyberspace today.

Take for instance, Tim Berners-Lee, inventor of the World Wide

Web. Creating the Internet’s information system in 1990,

Tim knew then the power of engaging unique perspectives

to change the course of history. So much that his assertion

of needing “diversity of thought in the world to face new

challenges” still rings true today.

With the emergence of globalization and ongoing hi-tech

innovation, curiosity about how we process information is

growing by the second in today’s workplace. And for good

reason. Companies embracing each team member’s distinctive

experiences and perspectives are not only amplifying their

products and services but are also creating a more engaged

and inspired workplace for all.



In recent years, interest in how employees think and work has increased tremendously. Just look at today’s hiring process. For many

organizations, exploring how each person deliberates, reasons and problem solves is now an integral part to the overall interview and

recruitment process. The reason? Dynamic companies understand that joining together team member ideas and practices drives (and attracts!)

creativity and inspiration needed to succeed in today’s demanding marketplace. Embracing this hub of diverse thought also guards against

“groupthink,” a common tendency for teams to conform. As a result, progressive businesses following suit are better meeting customer needs,

while also making more informed decisions as a company.

T H I N K I N G D I F F E R E N T L Y :

I T W O R K S !Organizations are undoubtedly evolving, growing and thriving

thanks to the distinctive approaches and insight team members

bring to the table. Here are a few ways companies are tapping into

thought diversity to drive sustainable and impactful solutions:

E M P L O Y E E S F O R T H E W I N

With a launch marketed to African-American girls on the horizon,

Mattel needed some help. To ensure the next wave of dolls

reflected its core audience, senior management engaged the

company’s African American Forum employee resource group

(ERG) for insight. The diverse group of employees advised and

guided the marketing team throughout product development in

a number of ways. For example, in addition to weighing in on the

overall look and concept of the prototype, the ERG also came up

with the name of the line, “So In Style.” The result? One of the best-

selling, minority-focused brands for the toy manufacturer.

T H E R I S E O F

“ D I V E R S I T Y O F T H O U G H T ”


D I F F E R E N T S H A D E S

L’Oréal heard its customers loud and clear: women of color were

struggling to find foundation shades to match their skin tone.

So, the makeup enterprise put its collective brainpower to work.

Starting with internal group leaders, the company hosted several

interviews with women of various complexions to identify their

beauty needs. The cosmetics giant then enlisted help from

renowned scientists and other team members to explore how to

enhance both current and future product offerings. Thanks to this

company-wide collaborative effort, L’Oréal is now better reflecting

the diversity of its customers.

4 7 0 K I D E A S F O R S U S T A I N A B I L I T Y

Whether it’s the company’s monthly Town Hall Meeting or the

‘Open Door’ philosophy that encourages team members to

contribute, Wal-Mart engages several channels internally to solicit

opinions. To continue this commitment, the conglomerate recently

launched a new initiative, entitled the Direct Farm Program. Eager

to drive agricultural sustainability, the conglomerate is using the

insight and experience of 470,000 farmers to help reduce produce

waste by 15 percent over the next few years.


W H A T ’ S Y O U R

S T Y L E ?So, what are the different types of thought

patterns? Specifically, what category

(or categories) do you fall in? From the

Benzinger Thinking Styles Assessment

(BTSA) to ThinkWatson.com’s ‘My Thinking

Styles Assessment,” there are several

tools available to help group and define

the various preferences. One of the most

commonly used assessments is the

Myers-Briggs Type Indicator. Outlined by

the Harvard Business Review, this process

involves four basic categories:

E X T R O V E R T E D O R I N T R O V E R T E DWhether it’s insight or feedback, extroverts process information

by looking to other people for input. Introverts, on the other hand,

prefer to do so internally before sharing with others.

T H I N K I N G O R F E E L I N G Individuals in the ‘thinking’ category are fans of using logic and

order when decision-making. For those more feeling-inclined,

emotional cues guide the actions involved.

S E N S I N G O R I N T U I T I V E

Sensing people use facts and hard data to make decisions.

Those who are intuitive are more comfortable with “big picture”

ideas and concept.

J U D G I N G O R P E R C E I V I N GThe judging group prefers having all loose ends tied up

when managing tasks. More comfortable with openness and

ambiguity, the perceiving cohort prefers gathering data.

C O N C L U S I O NWhat’s interesting about thinking styles is that as dissimilar as they seem, there’s surprisingly a lot of overlap. Particularly in today’s multifaceted

workforce, it’s very common for individuals to show propensity for one category, several, or all. There’s simply not a one-size-fits-all approach to how

we work. And frankly, that’s what makes diversity of thought an intriguing philosophy to consider. As careers and experiences advance, people do,

too. By viewing how people think as an ongoing variable that evolves over time, the possibilities for companies to better support and engage team

members, partners, and customers are endless.

Sources:http://www.history.com/news/ask-history/who-invented-the-internethttp://www.biographyonline.net/business/tim-berners-lee.htmlhttp://webfoundation.org/about/vision/history-of-the-web/ http://www.slideshare.net/ccgmag/diversity-of-thought-what-it-ishttps://hbr.org/2015/05/measure-your-teams-intellectual-diversityhttp://images.forbes.com/forbesinsights/StudyPDFs/Innovation_Through_Diversity.pdfhttp://static.businessinsider.com/image/55df5d1dbd86ef15008b664d-1200/image.jpg

1 0T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7

S E V E R A L Y E A R S A G O ,leaders from across the company – from financial services

to research and development – put their collective thinking

caps together to create what we know now as our “Going

Places Together” strategy. Engaging our customers, team

members, supplier partners, dealers and communities,

this long-term plan is guiding how we’re creating a more

diverse and inclusive corporate culture at Toyota.

As you can imagine, bringing together people and

processes from various divisions was a complex and

sometimes daunting process. Understandably, each

entity had its own unique culture that aligned with their

part of the business. For me, this dynamic hub of unique

outlooks, backgrounds and experiences was exactly what

we needed to create a robust and sustainable strategy for

the company.

Inviting distinct thoughts to the table first challenged us

to consider viewpoints different from our own. This opened

the door for us to build new bridges of understanding, in

addition to ideas and solutions that we may have missed

otherwise. We were also empowered to find fresh and

innovative ways diversity and inclusion can better enable

how we do business.

To continuously make great products for our customers,

it’s critical that we reflect the thought diversity of our

consumer base. As we forge ahead as One Toyota, I look

forward to engaging the unique perspectives of every one

we work with daily - from our supplier partners to our team

members - to better delight our customers and create a

more inclusive workplace.

E X E C U T I V E M E S S A G E

Adrienne TrimbleGeneral Manager,

Diversity & Inclusion

Toyota

For me, this dynamic hub of unique outlooks, backgrounds and experiences was exactly what we needed to create a robust and sustainable strategy for the company.

“


M E E T T H E T E A M

C H U C K H E N D R I X | S E N I O R M A N A G E R Oversees the Manufacturing and Sales Divisions; Building of Toyota’s Supplier

Diversity Processes; Development of Diverse Companies

S T E P H A N I E B U R T O N | M A N A G E R Internal Strategy Development; Development of Diverse Companies;

Opportunity Exchange

M O N E T T A S T E P H E N S | M A N A G E RInternal Strategy Development; Development of Diverse Companies;

Power of Exchange

E R I N C A U D I L L | A N A L Y S T Tier II Reporting & Activities; Opportunity Exchange; Organizations: NMSDC,

Southern Region MSDC, BDR, and WBEC South

A A R O N E M I | A N A L Y S TInternal/External Supplier Diversity Websites; Internal Content Development;

Power of Exchange; Organizations: USHCC, ABA, AICCCAL, Dallas-Fort Worth MSDC,

Southern California MSDC, Southwest MSDC, WBEA – Texas

D E V A N M I L L E R | A N A L Y S TMarketing/Branding; Opportunity Exchange; Organizations: WBENC, Chicago MSDC,

Mid-States MSDC, Ohio MSDC, ORV – WBC, TriState MSDC

D A N I E L E L L I S | A N A L Y S TTier I Reporting & Activities; Opportunity Exchange; Organizations: CAMSC,

Great Lakes – WBC, MHCC, MBCC, Michigan MSDC, WBE Canada

L A Y S H A S T R O N G | A D M I N I S T R A T O RExecutive Management Coordination; Opportunity Exchange; Power of Exchange;

Execution of the Team’s Sponsored Events

T I M Y A M A D A I M A N A G E R Internal Strategy Development – Financial Services; Development of Diverse Companies;

Organizations: NGLCC, WBCS, WBEC West


C A L E N D A RA P R I L

0 6 / N E W O R L E A N S , L A | S O U T H E R N R E G I O N M S D C S W I N G I N T O S P R I N G G O L F T O U R N A M E N T

0 6 / G R E E N V I L L E , S C | B M W S U P P L I E R D I V E R S I T Y C O N F E R E N C E

1 1 - 1 2 / T O R O N T O , O N | C A M S C P R O C U R E M E N T F A I R

1 3 / T O R O N T O , O N | W B E - C A N A D A B R E A K F A S T W I T H B R A N D S A U T O M O T I V E M E E T I N G

1 8 / H U R S T , T X | W B C - S O U T H W E S T P O W E R T O P O T E N T I A L B U S I N E S S F O R U M

1 8 - 1 9 / L O U I S V I L L E , K Y | O R V - W B C C A T C H T H E W A V E

2 0 / N A S H V I L L E , T N | T R I S T A T E M S D C I M P A C T A W A R D S G A L A

2 0 - 2 1 / C H I C A G O , I L | C H I C A G O M S D C B U S I N E S S O P P O R T U N I T Y F A I R

2 7 / N O V I , M I | G R E A T L A K E S – W B C A W A R D S C E L E B R A T I O N

2 8 / D A L L A S , T X | D A L L A S / F O R T W O R T H M S D C B U Y T H O S E T H A T B U Y U S B R E A K F A S T

2 9 / D E T R O I T , M I | A P A C C A N N U A L G A L A - “ A M E T A M O R P H I C J O U R N E Y ”

M A Y0 1 / D E T R O I T , M I | M I C H I G A N M S D C G O L F O U T I N G

0 2 - 0 4 / D E T R O I T , M I | M I C H I G A N M S D C P R O C U R E M E N T C O N F E R E N C E & O P P O R T U N I T Y F A I R

0 8 - 0 9 / C O L U M B U S , O H | O H I O M S D C C O N N E C T I N G O H I O

0 8 - 0 9 / I R V I N G , T X | D A L L A S / F O R T W O R T H M S D C A C C E S S 2 0 1 6

1 2 / T U P E L O , M S | W B E C S O U T H C O F F E E & C O N V E R S A T I O N

1 5 / I N D I A N A P O L I S , I N | G R E A T L A K E S – W B C C O R P O R A T E C O M M U N I C A T I O N & A W A R D S O F D I S T I N C T I O N

1 7 / N E W Y O R K , N Y | N M S D C L E A D E R S H I P A W A R D S

2 3 / N A S H V I L L E , T N | W B E C S O U T H W O M E N I N B U S I N E S S L E A D E R S H I P L U N C H E O N

2 4 - 2 5 / B A LT I M O R E , M D | M B E H A L L O F F A M E

3 1 - J U N E 0 1 / H O U S T O N , T X | W B E A A N N U A L E X P O

J U N E0 6 / W I N D S O R , O N T A R I O | C A M S C C R O S S B O R D E R B 2 B F O R U M

0 7 - 0 8 / S A N A N T O N I O , T X | S M S D C P R E M I E R F A C E T I M E E X P O

0 9 / S A N A N T O N I O , T X | S M S D C P R E M I E R F A C E T I M E G O L F T O U R N A M E N T

1 2 / D E T R O I T , M I | M H C C M B E / W B E M A T C H M A K E R

1 4 / H U N T S V I L L E , A L | W B E C S O U T H B U S I N E S S A F T E R H O U R S

2 0 - 2 2 / L A S V E G A S , N V | W B E N C N A T I O N A L C O N F E R E N C E & B U S I N E S S F A I R

2 2 / F R A N K L I N , T N | T R I S T A T E M S D C G O L F O U T I N G

2 6 / I N D I A N A P O L I S , I N | M I D - S T A T E S M S D C B U S I N E S S O N T H E G R E E N

P L A N T O A T T E N D T O Y O T A ’ S P R E M I E R S U P P L I E R D I V E R S I T Y D E V E L O P M E N T E V E N T S

P O W E R O F E X C H A N G EExplore supplier opportunities in sales, marketing and professional

services at this Plano-based conference, which features a reverse trade

show and informative panel discussions.

J U L Y 2 0 | F A I R M O N T D A L L A S - D A L L A S , T E X A S

W W W . T O Y O T A P O W E R O F E X C H A N G E . C O M

O P P O R T U N I T Y E X C H A N G E Drive your business towards greater growth and success

at Toyota’s supplier networking event. Through targeted

matchmaking, trade show and professional development

seminars, form connections with other entrepreneurs and

Tier I Suppliers.

N O V E M B E R 9 | C O B O H A L L - D E T R O I T , M I C H I G A N

W W W . T O Y O T A O P P O R T U N I T Y E X C H A N G E . C O M

S T A Y T U N E D F O R R E G I S T R A T I O N D E T A I L S

For more information, follow us at: facebook.com/ToyotaSupplierDiversity | twitter.com/ToyotaSD

TOYOTA SUPPLIER DIVERSITY / MARCH 2017 1 2017 / ISSUE...

Documents

Transcript of TOYOTA SUPPLIER DIVERSITY / MARCH 2017 1 2017 / ISSUE...