Japan Disaster Tests Leadership Mettle
发布时间 2011-06-03 06:05:52 来源
摘要
Throughout the crisis, Kazuhiko Toyama, MBA '92, tried to delegate decision-making to local managers. Shortly after the Daiichi Fukushima nuclear plant began leaking radiation, the government asked his company to send buses to evacuate nearby residents. "It was a very difficult decision for us because nobody knew if it was safe. I gave free authority to decide to local managers. People on the front line have more information." The local managers ultimately decided to send 75 buses to help in the evacuation.
Toyama learned the importance of using informal networks to get things done. When faced with a severe fuel shortage, he pleaded with contacts in government, including in the prime minister's office, for fuel to keep his buses participating in emergency operations. But since the buses were not officially classified as emergency vehicles, none of the bureaucrats would act. So Toyama started contacting personal friends by phone, email, and Twitter. Eventually, two friends came through, each supplying a tanker truck of fuel. "The grassroots network worked," he said.
Related Article from Stanford Business alumni magazine:
Japanese Alumni Test Their Post-Disaster Leadership Mettle
http://goo.gl/oru4R
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