Because he doesn't have any knowledge and experience about air transportation. In order to rebuild JAL, Mr. kazuo inamori brought an important weapon: "management philosophy".
At that time, JAL itself and its affiliated institutions were in a state of war and lacked a sense of unity. Everyone acts according to their own convenient judgment, and business leaders even evade their responsibilities. I simply can't feel the enthusiasm of JAL cadres and workers for reconstruction, unity and desperate efforts. In this case, in order to "reform the consciousness of cadres", Mr. kazuo inamori asked everyone to "first accept the fact that JAL has gone bankrupt truthfully". Seriously analyze the causes of bankruptcy, why bankruptcy? What's wrong with this? He hopes that everyone will sincerely reflect, show courage and encourage everyone to participate in the reform!
At the same time, he also wrote a letter to all the cadres and employees of JAL Group, including the above purpose.
Furthermore, from June of 20 10, he convened 50 management cadres and spent 1 month giving a thorough education to enterprise leaders. Everyone is required to understand the attitude that enterprise leaders should have and the way of thinking needed to run enterprises.
Leaders must have excellent character worthy of respect from subordinates, and at the same time, no matter how the environment changes, leaders must have a strong will to achieve the set goals, and so on.
This kind of education for leaders who study philosophy is concentrated, and Mr. kazuo inamori tries his best to attend and explain it in person. After the lecture, we should discuss with them over drinks. As a result, the eyes of the cadres who initially resisted and were not interested in the business philosophy changed. They deepened their understanding of the concept and improved their level of consciousness as leaders.
In order to further penetrate the management concept, the training of the monitor and the monitor adopts the video mode. The number of trainees has now reached about 3000.
At the same time, from July 20 10, in order to continue to expand downward, the education of ordinary employees has also begun. Employees who accept boarding affairs at the airport include flight attendants who serve passengers on the plane, pilots and co-pilots responsible for safe navigation, and mechanics engaged in aircraft maintenance. Mr. kazuo inamori came to the work site where these employees are located and directly explained to them the way of thinking that employees in each position should have and how to do a good job.
At the same time of formulating "enterprise philosophy", in order to realize this concept, the thinking mode and judgment standard that all employees should have are summarized as "JALphilosopher", with a total of 40 articles.
In order to make it easy for employees to carry, he took the lead in making JAL Philosophy into a small manual, which was distributed to all employees of the group at the beginning of 2011. Now, at various job sites, I will take turns reading books at meetings every day. I think, based on this "JAL philosophy", the way of thinking of all JAL employees is converging in the same direction. In the future, no matter what changes take place in the management system, the management of JAL will move in the right direction.
These management philosophies are changing the thinking of every JAL employee. In this way, the management physique of the enterprise has been strengthened and the reconstruction work has a more solid guarantee. JAL is gradually changing. JAL should become the most outstanding enterprise in the world, not in scale, but in the ideological level of employees.
Once boring companies, workplaces and employees have changed little by little in the process of learning JAL philosophy and seeking consciousness change. Standing in the front line of work, the hard-working employees understood what I said, made every effort in their respective posts, and began to fall in love with JAL sincerely, holding the simple wish of "I hope the guests will fall in love with JAL" and serving the guests sincerely. As a result, the guests kept sending thank-you letters. Especially in the 20 1 1 Great East Japan Earthquake, every employee of JAL returned to the origin of air transportation and did a lot of excellent work for the guests. For example, for passengers who are forced to stay on the plane for a long time, the flight attendants personally make fresh sushi for everyone; Out of concern for the health of the guests locked in the lounge, the staff of JAL Moscow branch paid for the chocolate for the guests themselves. In response to the Japanese Red Cross rescue team rushing to the disaster area, the captain broadcast a warm condolence speech, which filled the plane with a moving vortex; There are also flight attendants who take the initiative to look after the luggage of ambulance personnel who go to the disaster area, and put cards with words of condolences and encouragement in obscurity. Under the careful care of JAL staff, many guests sent touching letters.
It took JAL only one year to turn losses into profits, creating the highest profit in the 60-year history of JAL, which was the highest profit among 727 aviation enterprises in the world that year. This is inseparable from Mr. kazuo inamori's business philosophy.
"Maximizing sales and minimizing expenses" is the key to management and the goal pursued by entrepreneurs. But without the support of business philosophy, neither amoeba nor balanced scorecard will achieve the expected results.