The management model of Honda s corporate culture, the influence of Honda s corporate culture

All in all, the process and results of Dakang's medium-term strategic planning and corporate culture system innovation are classic cases in the practice of parent-subsidiary cultural management. Especially through innovation, Dakang has broken through the cultural bottlenecks in six aspects, and formed a unique corporate culture system based on the long-term, advancing with the times and building a harmonious one.

First, inheriting the culture of Guangben and Dongben, innovating the cultural personality of Dakang, effectively developing the corporate culture concept system with Dakang characteristics under the framework of the "Honda Philosophy", and solving the problem of the cultural management model of the parent and subsidiary.

Second, the biggest common misunderstanding in the construction of corporate culture is to extract a set of unattainable, ethereal concept system, which is not useful for good looks, and in Dakang culture, by focusing on the core concept, decomposing the key behavioral norms that can be identified and operated, it solves the cultural landing method from concept to behavior.

Third, corporate culture and brand culture are closely related to the system, but the general corporate culture only pays attention to the internal, does not pay attention to the role of the concept system on the external promotion and communication of the brand; The Dakang culture not only reshapes the corporate culture, but also integrates the brand culture, which solves the channel for the corporate culture to rise from the inside and outside to the brand culture.

Fourth, if the corporate culture is not based on the company's strategy, it will lose its direction and standards; If corporate culture cannot become the value orientation of human resources, then it is difficult to truly implement it. Through the synchronous operation of the two systems of medium-term strategic planning and corporate culture system, Dakang plans the company's strategy and matches the corporate culture, which solves the synergy of supporting the company's future strategic development from the spiritual power system.

Fifth, the biggest problem in the concept of corporate culture is that it often fails to reflect the personality of the enterprise, and the concept system is chaotic and lacks logic; By excavating cultural personality and dividing the concept level, Dakang solves the difficulty of systematically refining the scientific, systematic and orderly enterprise concept.

Sixth, based on the industry background and highlighting the service characteristics, it solves the problem of how the corporate culture reflects the characteristics of the industry culture. Honda R&D Center is a leader in the automotive industry in Japan and the world today. In the Japanese corporate world, Honda is synonymous with technology and dynamism, and it is also a very desirable employment goal for Japanese university students after graduation.

The fact that this company, which was founded in 1946, has been able to achieve such results in just a few decades has a lot to do with the character of its founder, Soichiro Honda.

Honda Motor is the Peter Pan of the automotive industry, a company that refuses to grow up. As the youngest automaker in the world and one of the few major automakers to remain independent, Honda has always liked to go its own way. Honda is committed to upholding the culture of independence and fast action advocated by its founders, boldly pursuing its own path in terms of global strategy, product concept, and sustainable use of resources.

When habitual thinking prompted automakers to rush in one direction, Honda noticed this and moved in the other direction.