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Hitachi Group Comprised of 326,240 employees,

The 8 Habit th 562 overseas branches, and around

9000 total branches.So Far, 2596
employees have gone through the
Leadership /Introduction example 7 Habits or 8th Habit program.

Program : The 8th Habit : Leadership

Implementation period: 2008 and onwards. Faced

with the challenges of the housing crisis and economic Result
downturn that followed, Hitachi looked to strengthen Interviewee By implementing the ideas presented in “The
its organization. Hitachi first implemented The 7
Hitachi Institute of Management Development 8th Habit”, Hitachi Group was able to identify
Habits in 1999, and by 2005 had expanded their use
to its worldwide operations. Kouki Hanamatsu and fulfil the needs of residents, local indus-
tries, staff, and partners, all from various
countries with different values.

Develop global leaders that can, in various countries with

Goal different cultures and needs, keep shareholder goals in
mind and lead operations throughout the company.

Faced with the challenges of the housing crisis and eco-

Situation nomic downturn that followed, Hitachi looked to
strengthen its organization.
Frito-Lay North America, Inc. Result
Frito-Lay still made both record sales and profits,
in large part to the introduction of “Speed of
■ 4th quarter profits up 7%
■ Highest growth in sales among US food companies

■ Sales up 8.2%, over the industry average 2.9%

Comment from Michele Thatcher,

VP over human resources at the time
Introduction example “Speed of Trust” was incredibly effective. It’s easy to
build trust when things are going well, but when
Al Carey, CEO you run into problems, trust is really tested.

Program : Speed of Trust Michele Thatcher Comments from Al Carey,

VP over human resources CEO at the time
“Speed of Trust” was better than any other program
we’ve done before. Even complex decisions can be
To simplify the organization and build an environment carried out smoothly, and at incredible speed.
When you’re bound by trust, all the extra work goes
Goal where decisions can be made quickly. away, the organization is simplified, and you can
make speedy decisions. In the 2 years we’ve been
using it, it’s like my team has been reborn.
As the snack foods department of PepsiCo, Frito-Lay has If I had to give one reason we’re off to such a good
start this year, it would be “The Speed of Trust”.
Situation 60% market share in the United States. However, in
2008, with the global economic crisis and ingredient
costs skyrocketing, Frito-Lay needed a way to stay com-
Oracle Japan

Set up in 1985 as the Japanese branch
of Oracle Corporation. Provide full
support for Oracle’s enterprise software,
hardware, IT systems, and applications.
/Introduction example Before implementing the 4 Disciplines of
Execution, there were feelings of “being made
to do” and “forcing to do”. After implementation,
however, the ideal of team members really
Program : 4Dx Implementation period: August 2011 and onward.
thinking for themselves and moving them-
selves forward started to become a reality.
In addition, with leaders discussing goals with
Head of Senior Manager,
Application Support Division Application Support Division their teams, team members began to have

Hidehiko Shimada Hirohito Kadoaki suggestions that they would be excited to work
Another improvement was meetings. WIG
sessions, as described in the 4Dx Program, are
For each division to execute its strategies and achieve its goals.
different from normal meetings in two important
Goal Goals as a global organization: ways, “Time” and “Teamwork”. What would
01.Proactive: Solve problems without the customer needing to ask. have been a 3 hour meeting became half an
02.Contribute to the success of the client hour, and with everyone’s input, great ideas
03.Collaboration: Work together to achieve success started coming up. It became less “Reporting”
04.Personal improvement and more of a forum for sharing and discuss-
05.Excellent service: Don’ t put off suggested improvements. ing action plans.

In a job with a lot of urgent questions and troubleshoot-

Situation ing, it’s easy to get stressed. Because of that, it’s hard for
every employee to work with the same vision.

7 Habits
Metlife opened in 1973 as the first
foreign owned life insurance company
in Japan. They now sell through various Result
retail channels, and provide a broad
1.Management processes accelerated
range of innovative insurance products.
The 7 habits were used as a framework for
/Introduction example communication with team members. Although
it didn’t get through at first, through this
Program : 7 Habits shared language, up-til-now difficult concepts
became easy to both explain and understand.
Introduction: 2005~ Interviewee Because these ideas are easy to envision, they
The 12 members of the first class at the Leadership & can be used effectively in many situations.
Management Challenge Academy, including

Yoichi Matsue 2.Work and home successes

Field Learning Development HQ manager “I work as a little league baseball coach, and by
breaking down concepts like goals or dreams
using the 7 Habits, I was able to heighten the
Because the management is entrusted to local offices, each kids’ sense of purpose. At work, I became able
Goal leader can direct sales efforts as they choose in their office. Since to schedule my time better, and invest in my
the centerpiece of developing and growing the business is rais- own future. As a consultant I was able to find
ing the value of the leaders who train consultants at their office, time to really find out my clients’ real needs.”
their priority was to train their leaders. The inside out approach we gained from the 7
Habits builds effectiveness in personal relations,
Metlife’s leader development division, the Leadership & Man-
agement Challenge Academy (LMCA) has incorporated the 7 and will lead to long term results.
Habits into its training.
Sumitomo Forestry

7 Habits,
In 2011, with their launch of the “Smiling
Business College” they aim to strengthen
their human resource development.

Helping Clients Succeed /Introduction example

Program : 7 Habits, Helping Clients Succeed

Introduction: October 2012~ Interviewee

Sumitomo Forestry Smiling Business College,
HR department Although at first, there was an impression that
Makihiko Katayama the 7 Habits were more about personal devel-
opment and less about business, these prin-
ciples apply just as well to business situations.
In a post-training survey, many employees
Build positive relationships with the customers that come to
model homes. wrote that by changing their way of thinking,
their actions changed as well.

With economic troubles and lower birthrates, each year less and
Situation less people are looking to build houses. However, although the
training that was previously used taught a lot of useful skills,
this training lacked a sincerity that would lead to building truly
great relationships with customers.