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S U P P L I E RD I V E R S I T Y
N E W S L E T T E R
2 0 1 7 / I S S U E O N E
H A R N E S S I N G T H E P O W E R O F
D I V E R S E T H I N K I N GP A G E 6
2T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
03 From the Editor
04 Partner Spotlight: Phala Mire
06 Harnessing the Power of
Diverse Thought
10 Executive Message: Adrienne Trimble
11 Meet the Team
12 Upcoming Events
Published by: TOYOTA
W W W . T O Y O T A S U P P L I E R . C O M
© Copyright 2017 by Toyota Motor North America. All pieces reproduced in this issue are under prior copyright of the creators and publisher by the contractual arrangements. Nothing shown may be reproduced in any form without obtaining the permission of Toyota and any other person or company who may have copyright ownership.
T A B L E O F C O N T E N T S
3T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
G R E E T I N G S ,
Since Deloitte’s 2013 study on ‘diversity’s latest frontier,’
or diversity of thought, how we individually think and work
has remained a hot topic in the business community, and
rightfully so. Going as far back to include our childhoods, the
distinctive ways we process information and solve problems
reflects our unique professional and cultural experiences. This
process ultimately shapes how we contribute - particularly at
work - and to what level.
In addition to adding depth of perspective to teams across
the country, this emerging spectrum of thought is also driving
dynamic and impactful changes throughout organizations.
Our very own Supplier Diversity team offers a great example.
As many of you know, team members from the sales, financial
and engineering/manufacturing sides have united as One
Toyota. Based on previous work cultures and processes, each
person is understandably bringing their own ideas, especially
as it relates to achieving our shared goal of engaging more
diverse businesses. And that’s okay! It’s something we’re all
embracing and developing to elevate the relationships we’re
building internally and externally.
As leaders and advocates for diverse business inclusion,
it’s always important that we challenge and expand what
‘diversity’ means to us. Oftentimes, this entails being open
to the distinct perspectives of our colleagues and peers. In
this issue, we enlist unique insight from leading companies,
strategic partners, and Toyota executives on the value of
‘diversity of thought.’ Whether it’s one small quote, a saying
or takeaway, I hope you’re inspired to harness the power (and
competitive advantages!) of the different ways we can think
and work together.
Best regards,Chuck
F R O M T H E E D I T O R
Chuck HendrixSenior Manager,
Purchasing Supplier Diversity
Toyota
As leaders and advocates for diverse business inclusion, it’s always important that we challenge and expand what ‘diversity’ means to us.
“
4T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
P A R T N E R S P O T L I G H T
C O M P A N Y P R O F I L E
C O R E C A P A B I L I T I E S
WBE & WOSB Certifications,
Supplier Sourcing, Facilitation of
Business Opportunities, Training &
Development
H E A D Q U A R T E R S
New Orleans, LA (with a five
state territory that also covers
Mississippi, Alabama, Tennessee
and the Florida Panhandle)
C E R T I F I C A T I O N ( S )
Women’s Business Enterprise
(WBE) and Woman Owned Small
Business (WOSB)
S U P P L I E R R E L A T I O N S H I P W I T H T O Y O T A
Strategic Partner
A seasoned Supplier Diversity executive, Phala Mire is
well versed on fostering minority and women-owned
business growth. With an extensive career in leading
National Minority Supplier Development Council
affiliates, Phala brings over a decade of experience to
her role as President of Women’s Business Enterprise
Council South (WBEC South). Since 1994, WBEC South
has advanced and enhanced business opportunities
between corporations and women-owned enterprises
(WBEs). A founding Regional Partner Organization
of the Women’s Business Enterprise National Council
(WBENC), the growing association is currently the
nation’s largest third-party certifier of WBEs.
You come from a strong Supplier Diversity background. What inspired you to get your start in this field?
Interestingly enough, I became involved with Supplier
Diversity by accident. In 2003, I was running a non-
profit when I was recruited by several board members of
the Louisiana Minority Supplier Development Council.
Although I was an experienced non-profit executive,
I still considered myself relatively new to Supplier
Diversity. So, there was definitely a bit of a learning
curve there. However, I quickly developed an enduring
passion for diversity and inclusion, which led me to my
current role at WBEC South.
F I V E Q U E S T I O N S W I T H . . .
P H A L A M I R EP R E S I D E N T & C E O , W B E C S O U T H
C O N T I N U E D O N P A G E 1 0
5T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
P A R T N E R S P O T L I G H T
C O N T I N U E D
With your experience working on the Council side, what value do you see in cultivating “diversity of thought,” or the unique ways we all process information and make decisions?
Regardless of program, event or initiative, the WBEC
South team strives to ensure that our board, staff and
committees are diverse on all levels. For us, embracing
different ways of thinking is imperative.
The distinct ways we receive, process and act on
information are critical to driving innovation, expanding
markets and combatting personal and professional biases.
We’ve found that our commitment to thought diversity
promotes robust discussion and creative solutions
throughout our organization.
In what ways do the unique perspectives of WBEs, corporate members and/or strategic partners help WBEC South continually grow and develop as an organization?
To meet the ever-changing needs of the Supplier
Diversity industry, our stakeholder community constantly
challenges us to improve our processes, programs and
leadership direction. Long ago, we realized that as an
organization, we are only successful if those that we
represent and serve are also experiencing success. As
a result, we’re always striving to advance the supplier
diversity goals and aspirations of our invested partners.
Why do you think it’s important for Council partners and members to collaborate and partner with companies of different sizes, industries and backgrounds?
Recently, a few councils, including WBEC South,
commissioned an Economic Impact Study. The findings
revealed what many of us in the industry have known for
a long time - the impact of certified WBEs on job creation
and local, regional and national economies is astronomical.
Hence, there’s still tremendous opportunity and untapped
value for corporations looking to utilize and develop small
businesses and certified suppliers.
After all, WBEs represent a wide array of expertise, products,
backgrounds and services that can enhance operations
and greatly optimize the bottom line. And while we have
an impressive cadre of large suppliers, smaller companies
(including startups) are also disrupting and expanding
markets, introducing innovation, and promoting cross
cultural understanding for their corporate customers.
Fast-forward three to five years from now – where do you see WBEC South?
We are just beginning to explore new ideas and innovative
programs that will help change the way we foster, grow and
develop women-owned businesses. In addition to expanding
our satellite operations across our five-state region, I look
forward to WBEC South growing as a network of industry
partners and certified WBE clients. Within the next five
years, I truly see us solidifying ourselves as a nationally
recognized leader in Supplier Diversity, entrepreneurial
development and women-owned business certification.
True to the ever-evolving art form of technology itself, crediting
the Internet’s discovery to one person is simply impossible.
From visionaries of the early 1600s to programmers and
engineers of the 1900s, countless men and women played a
critical role in launching what we know as cyberspace today.
Take for instance, Tim Berners-Lee, inventor of the World Wide
Web. Creating the Internet’s information system in 1990,
Tim knew then the power of engaging unique perspectives
to change the course of history. So much that his assertion
of needing “diversity of thought in the world to face new
challenges” still rings true today.
With the emergence of globalization and ongoing hi-tech
innovation, curiosity about how we process information is
growing by the second in today’s workplace. And for good
reason. Companies embracing each team member’s distinctive
experiences and perspectives are not only amplifying their
products and services but are also creating a more engaged
and inspired workplace for all.
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7T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
In recent years, interest in how employees think and work has increased tremendously. Just look at today’s hiring process. For many
organizations, exploring how each person deliberates, reasons and problem solves is now an integral part to the overall interview and
recruitment process. The reason? Dynamic companies understand that joining together team member ideas and practices drives (and attracts!)
creativity and inspiration needed to succeed in today’s demanding marketplace. Embracing this hub of diverse thought also guards against
“groupthink,” a common tendency for teams to conform. As a result, progressive businesses following suit are better meeting customer needs,
while also making more informed decisions as a company.
T H I N K I N G D I F F E R E N T L Y :
I T W O R K S !Organizations are undoubtedly evolving, growing and thriving
thanks to the distinctive approaches and insight team members
bring to the table. Here are a few ways companies are tapping into
thought diversity to drive sustainable and impactful solutions:
E M P L O Y E E S F O R T H E W I N
With a launch marketed to African-American girls on the horizon,
Mattel needed some help. To ensure the next wave of dolls
reflected its core audience, senior management engaged the
company’s African American Forum employee resource group
(ERG) for insight. The diverse group of employees advised and
guided the marketing team throughout product development in
a number of ways. For example, in addition to weighing in on the
overall look and concept of the prototype, the ERG also came up
with the name of the line, “So In Style.” The result? One of the best-
selling, minority-focused brands for the toy manufacturer.
T H E R I S E O F
“ D I V E R S I T Y O F T H O U G H T ”
8T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
D I F F E R E N T S H A D E S
L’Oréal heard its customers loud and clear: women of color were
struggling to find foundation shades to match their skin tone.
So, the makeup enterprise put its collective brainpower to work.
Starting with internal group leaders, the company hosted several
interviews with women of various complexions to identify their
beauty needs. The cosmetics giant then enlisted help from
renowned scientists and other team members to explore how to
enhance both current and future product offerings. Thanks to this
company-wide collaborative effort, L’Oréal is now better reflecting
the diversity of its customers.
4 7 0 K I D E A S F O R S U S T A I N A B I L I T Y
Whether it’s the company’s monthly Town Hall Meeting or the
‘Open Door’ philosophy that encourages team members to
contribute, Wal-Mart engages several channels internally to solicit
opinions. To continue this commitment, the conglomerate recently
launched a new initiative, entitled the Direct Farm Program. Eager
to drive agricultural sustainability, the conglomerate is using the
insight and experience of 470,000 farmers to help reduce produce
waste by 15 percent over the next few years.
9T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
W H A T ’ S Y O U R
S T Y L E ?So, what are the different types of thought
patterns? Specifically, what category
(or categories) do you fall in? From the
Benzinger Thinking Styles Assessment
(BTSA) to ThinkWatson.com’s ‘My Thinking
Styles Assessment,” there are several
tools available to help group and define
the various preferences. One of the most
commonly used assessments is the
Myers-Briggs Type Indicator. Outlined by
the Harvard Business Review, this process
involves four basic categories:
E X T R O V E R T E D O R I N T R O V E R T E DWhether it’s insight or feedback, extroverts process information
by looking to other people for input. Introverts, on the other hand,
prefer to do so internally before sharing with others.
T H I N K I N G O R F E E L I N G Individuals in the ‘thinking’ category are fans of using logic and
order when decision-making. For those more feeling-inclined,
emotional cues guide the actions involved.
S E N S I N G O R I N T U I T I V E
Sensing people use facts and hard data to make decisions.
Those who are intuitive are more comfortable with “big picture”
ideas and concept.
J U D G I N G O R P E R C E I V I N GThe judging group prefers having all loose ends tied up
when managing tasks. More comfortable with openness and
ambiguity, the perceiving cohort prefers gathering data.
C O N C L U S I O NWhat’s interesting about thinking styles is that as dissimilar as they seem, there’s surprisingly a lot of overlap. Particularly in today’s multifaceted
workforce, it’s very common for individuals to show propensity for one category, several, or all. There’s simply not a one-size-fits-all approach to how
we work. And frankly, that’s what makes diversity of thought an intriguing philosophy to consider. As careers and experiences advance, people do,
too. By viewing how people think as an ongoing variable that evolves over time, the possibilities for companies to better support and engage team
members, partners, and customers are endless.
Sources:http://www.history.com/news/ask-history/who-invented-the-internethttp://www.biographyonline.net/business/tim-berners-lee.htmlhttp://webfoundation.org/about/vision/history-of-the-web/ http://www.slideshare.net/ccgmag/diversity-of-thought-what-it-ishttps://hbr.org/2015/05/measure-your-teams-intellectual-diversityhttp://images.forbes.com/forbesinsights/StudyPDFs/Innovation_Through_Diversity.pdfhttp://static.businessinsider.com/image/55df5d1dbd86ef15008b664d-1200/image.jpg
1 0T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
S E V E R A L Y E A R S A G O ,leaders from across the company – from financial services
to research and development – put their collective thinking
caps together to create what we know now as our “Going
Places Together” strategy. Engaging our customers, team
members, supplier partners, dealers and communities,
this long-term plan is guiding how we’re creating a more
diverse and inclusive corporate culture at Toyota.
As you can imagine, bringing together people and
processes from various divisions was a complex and
sometimes daunting process. Understandably, each
entity had its own unique culture that aligned with their
part of the business. For me, this dynamic hub of unique
outlooks, backgrounds and experiences was exactly what
we needed to create a robust and sustainable strategy for
the company.
Inviting distinct thoughts to the table first challenged us
to consider viewpoints different from our own. This opened
the door for us to build new bridges of understanding, in
addition to ideas and solutions that we may have missed
otherwise. We were also empowered to find fresh and
innovative ways diversity and inclusion can better enable
how we do business.
To continuously make great products for our customers,
it’s critical that we reflect the thought diversity of our
consumer base. As we forge ahead as One Toyota, I look
forward to engaging the unique perspectives of every one
we work with daily - from our supplier partners to our team
members - to better delight our customers and create a
more inclusive workplace.
E X E C U T I V E M E S S A G E
Adrienne TrimbleGeneral Manager,
Diversity & Inclusion
Toyota
For me, this dynamic hub of unique outlooks, backgrounds and experiences was exactly what we needed to create a robust and sustainable strategy for the company.
“
1 1T O Y O T A S U P P L I E R D I V E R S I T Y / M A R C H 2 0 1 7
M E E T T H E T E A M
C H U C K H E N D R I X | S E N I O R M A N A G E R Oversees the Manufacturing and Sales Divisions; Building of Toyota’s Supplier
Diversity Processes; Development of Diverse Companies
S T E P H A N I E B U R T O N | M A N A G E R Internal Strategy Development; Development of Diverse Companies;
Opportunity Exchange
M O N E T T A S T E P H E N S | M A N A G E RInternal Strategy Development; Development of Diverse Companies;
Power of Exchange
E R I N C A U D I L L | A N A L Y S T Tier II Reporting & Activities; Opportunity Exchange; Organizations: NMSDC,
Southern Region MSDC, BDR, and WBEC South
A A R O N E M I | A N A L Y S TInternal/External Supplier Diversity Websites; Internal Content Development;
Power of Exchange; Organizations: USHCC, ABA, AICCCAL, Dallas-Fort Worth MSDC,
Southern California MSDC, Southwest MSDC, WBEA – Texas
D E V A N M I L L E R | A N A L Y S TMarketing/Branding; Opportunity Exchange; Organizations: WBENC, Chicago MSDC,
Mid-States MSDC, Ohio MSDC, ORV – WBC, TriState MSDC
D A N I E L E L L I S | A N A L Y S TTier I Reporting & Activities; Opportunity Exchange; Organizations: CAMSC,
Great Lakes – WBC, MHCC, MBCC, Michigan MSDC, WBE Canada
L A Y S H A S T R O N G | A D M I N I S T R A T O RExecutive Management Coordination; Opportunity Exchange; Power of Exchange;
Execution of the Team’s Sponsored Events
T I M Y A M A D A I M A N A G E R Internal Strategy Development – Financial Services; Development of Diverse Companies;
Organizations: NGLCC, WBCS, WBEC West
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C A L E N D A RA P R I L
0 6 / N E W O R L E A N S , L A | S O U T H E R N R E G I O N M S D C S W I N G I N T O S P R I N G G O L F T O U R N A M E N T
0 6 / G R E E N V I L L E , S C | B M W S U P P L I E R D I V E R S I T Y C O N F E R E N C E
1 1 - 1 2 / T O R O N T O , O N | C A M S C P R O C U R E M E N T F A I R
1 3 / T O R O N T O , O N | W B E - C A N A D A B R E A K F A S T W I T H B R A N D S A U T O M O T I V E M E E T I N G
1 8 / H U R S T , T X | W B C - S O U T H W E S T P O W E R T O P O T E N T I A L B U S I N E S S F O R U M
1 8 - 1 9 / L O U I S V I L L E , K Y | O R V - W B C C A T C H T H E W A V E
2 0 / N A S H V I L L E , T N | T R I S T A T E M S D C I M P A C T A W A R D S G A L A
2 0 - 2 1 / C H I C A G O , I L | C H I C A G O M S D C B U S I N E S S O P P O R T U N I T Y F A I R
2 7 / N O V I , M I | G R E A T L A K E S – W B C A W A R D S C E L E B R A T I O N
2 8 / D A L L A S , T X | D A L L A S / F O R T W O R T H M S D C B U Y T H O S E T H A T B U Y U S B R E A K F A S T
2 9 / D E T R O I T , M I | A P A C C A N N U A L G A L A - “ A M E T A M O R P H I C J O U R N E Y ”
M A Y0 1 / D E T R O I T , M I | M I C H I G A N M S D C G O L F O U T I N G
0 2 - 0 4 / D E T R O I T , M I | M I C H I G A N M S D C P R O C U R E M E N T C O N F E R E N C E & O P P O R T U N I T Y F A I R
0 8 - 0 9 / C O L U M B U S , O H | O H I O M S D C C O N N E C T I N G O H I O
0 8 - 0 9 / I R V I N G , T X | D A L L A S / F O R T W O R T H M S D C A C C E S S 2 0 1 6
1 2 / T U P E L O , M S | W B E C S O U T H C O F F E E & C O N V E R S A T I O N
1 5 / I N D I A N A P O L I S , I N | G R E A T L A K E S – W B C C O R P O R A T E C O M M U N I C A T I O N & A W A R D S O F D I S T I N C T I O N
1 7 / N E W Y O R K , N Y | N M S D C L E A D E R S H I P A W A R D S
2 3 / N A S H V I L L E , T N | W B E C S O U T H W O M E N I N B U S I N E S S L E A D E R S H I P L U N C H E O N
2 4 - 2 5 / B A LT I M O R E , M D | M B E H A L L O F F A M E
3 1 - J U N E 0 1 / H O U S T O N , T X | W B E A A N N U A L E X P O
J U N E0 6 / W I N D S O R , O N T A R I O | C A M S C C R O S S B O R D E R B 2 B F O R U M
0 7 - 0 8 / S A N A N T O N I O , T X | S M S D C P R E M I E R F A C E T I M E E X P O
0 9 / S A N A N T O N I O , T X | S M S D C P R E M I E R F A C E T I M E G O L F T O U R N A M E N T
1 2 / D E T R O I T , M I | M H C C M B E / W B E M A T C H M A K E R
1 4 / H U N T S V I L L E , A L | W B E C S O U T H B U S I N E S S A F T E R H O U R S
2 0 - 2 2 / L A S V E G A S , N V | W B E N C N A T I O N A L C O N F E R E N C E & B U S I N E S S F A I R
2 2 / F R A N K L I N , T N | T R I S T A T E M S D C G O L F O U T I N G
2 6 / I N D I A N A P O L I S , I N | M I D - S T A T E S M S D C B U S I N E S S O N T H E G R E E N
P L A N T O A T T E N D T O Y O T A ’ S P R E M I E R S U P P L I E R D I V E R S I T Y D E V E L O P M E N T E V E N T S
P O W E R O F E X C H A N G EExplore supplier opportunities in sales, marketing and professional
services at this Plano-based conference, which features a reverse trade
show and informative panel discussions.
J U L Y 2 0 | F A I R M O N T D A L L A S - D A L L A S , T E X A S
W W W . T O Y O T A P O W E R O F E X C H A N G E . C O M
O P P O R T U N I T Y E X C H A N G E Drive your business towards greater growth and success
at Toyota’s supplier networking event. Through targeted
matchmaking, trade show and professional development
seminars, form connections with other entrepreneurs and
Tier I Suppliers.
N O V E M B E R 9 | C O B O H A L L - D E T R O I T , M I C H I G A N
W W W . T O Y O T A O P P O R T U N I T Y E X C H A N G E . C O M
S T A Y T U N E D F O R R E G I S T R A T I O N D E T A I L S
For more information, follow us at: facebook.com/ToyotaSupplierDiversity | twitter.com/ToyotaSD