Mitsubishi 2002 Annual Report Download - page 8

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6
How are all these changes affecting people at MMC?
ANSWER
As I remarked last year, at the end of the day it’s our people that count. We have to excite our people first
before we excite our customers. The challenge for senior management is to speak a clear language and
guarantee openness to all employees through providing proper information. We need a direct dialogue, and
we need to eliminate hierarchical restrictions, to get rid of many of the old rules and regulations that were
stifling the organization. I invite people to have alternative opinions and be really creative—even if this goes
against the old rules—because this helps to create opportunities and brings forth new ideas.
Another important factor in the motivation of our people is our insistence that we promote by results and
ability. We have introduced performance-based pay to back up this message. Our aim is to take the most
qualified people, irrespective of their age or seniority, to have a system that encourages the best from them,
and to support our people to be successful. It’s all about helping, supporting and developing people.
I think this is best accomplished by using the target-setting process, which establishes concrete goals
within a clear framework of overall aims. Vertical dialogue and exchange of information throughout the com-
pany are vitally important, so that our people can combine the bottom-up ideas with the top-down targets.
And of course this demands a special attitude, a team spirit.
Today, we have a fighting team spirit at MMC. We are not fighting aggressively for survival anymore. Now,
working as a team, we are fighting against global competition. The only aim is to serve and satisfy the customer
better. We have a clear process of setting and achieving targets, supported by excellent team spirit.
QUESTION