Toyota’s new chief executive, Kenta Kon (photo), has taken his place on the company’s board with a blunt promise to attack waste, simplify operations and restore sharper discipline at the carmaker after a bruising shift in Japan’s corporate hierarchy.
Shareholders backed Kon as a director at Toyota Motor Corporation’s annual meeting in Toyota City on 17 June, giving the former finance chief a stronger platform only weeks after he succeeded Koji Sato as chief executive.
The timing is awkward for the world’s top-selling carmaker. Toyota has recently lost its long-held position as Japan’s most valuable company by market capitalisation; a title it held for 22 years before being overtaken by SoftBank Group and later Kioxia Holdings. That symbolic setback has sharpened attention on Kon’s plan to reduce inefficiency at a group facing tariff pressure, tougher global rivals and a forecast decline in operating profit.
Kon’s message is not simply about cutting costs. It is about deciding where Toyota’s scale still creates strength and where it has become a burden. A sprawling global range, numerous specifications and overlapping development demands can please local markets, but they also absorb engineers, slow decisions and raise manufacturing complexity. The new chief appears to be asking whether every variant, feature and project still earns its place.
That question matters because Toyota’s reputation was built on dependable value, not luxury excess or headline-grabbing reinvention. If the efficiency drive is handled well, buyers may never notice the internal pruning. If it is handled poorly, they could notice quickly, through thinner product choices, delayed innovation or a cheaper feel in vehicles that have long traded on trust.
At the same time, Kon is not presenting Toyota as a company in retreat. He has indicated that investment will continue in artificial intelligence, robotics and Toyota’s multi-pathway powertrain strategy, which keeps hybrids, plug-in hybrids, battery-electric vehicles and hydrogen technologies in play rather than betting on a single route.
His early challenge, then, is to make Toyota leaner without making it smaller in ambition. The loss of Japan’s market-value crown may sting, but it may also give Kon the urgency he needs to make a vast company move with greater focus.
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Cars are the ultimate symbol of freedom, independence and individualism. They offer the freedom to ‘go anywhere,’ whenever it suits and with whom one chooses.
Sarah Redshaw
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The row over BMW’s Spider-Man promotion is not really about superheroes. It is about trust, control and the creeping feeling that modern cars are becoming digital platforms first and private possessions second.
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