Boldly Taking on Challenges Without Fear of Failure

Q1. What is the Advanced Development Group responsible for? What can you tell us about each team? 

The Advanced Development Group focuses on researching the early development of materials and components, in alignment with the Hyundai Motor Group’s mobility strategy. We are comprised of the Advanced Research Team, the Automotive Parts Research Team, and the Powder Metallurgy Development Team.

The Advanced Research Team is responsible for developing electrical steel, a crucial component in automotive electrification. The team collaborates with specialized external organizations to develop proprietary new products that achieve new levels of performance.

The Automotive Parts Research Team works on enhancing the performance of metal separators, a key component in fuel cell systems. The team is also researching manufacturing technologies for carbon composite materials, which can be applied to Advanced Air Mobility (AAM), one of the Hyundai Motor Group’s three future strategic products.

Finally, the Powder Metallurgy Development Team manages the production, maintenance, operation, sales, and customer technical support for iron powder plants. It is also engaged in advanced research on powders for permanent magnets and battery cathodes.

Q2. What efforts are you making to foster a positive organizational culture?

I believe that open interactions between people are crucial for work to be conducted freely. Therefore, I strive to address any questions that my group members may have through proactive communication. While I may not be overly friendly or affectionate, I sincerely want to provide clear and accurate information about company matters. For example, if there are any group members who are unsure about HR policies or training programs, I make it a point to explain the details thoroughly. 

In addition, I conduct group-wide meetings once in each half of the year and hold quarterly meetings for each team. I also engage regularly with team Change Leaders (CLs) to listen to opinions on organizational culture. If there are aspects that cannot be accommodated, I use these meetings to provide feedback, helping to foster a better understanding among group members.

Given the nature of our group, it is difficult to achieve results overnight. Nonetheless, many group members are working diligently behind the scenes. To recognize their efforts, we present them with awards based on a vote held during our group meetings. Since we evaluate their effort rather than direct outcomes in granting these awards, this approach seems to be well-received.

Q3. What is your philosophy as a leader? 

I believe that a leader must play three central roles.  

First is the role of making decisions swiftly, and taking responsibility. A leader must make the best possible decision swiftly based on limited information, so that subsequent tasks can progress. Also, while a leader should commend the team when outcomes are positive, they must take responsibility when the results are disappointing.

Second is the role of mediating conflicts. Differences in perspective can arise within teams in the course of work. It would be ideal if disagreements could be resolved at the working level, but when that is not possible, leaders must step up and resolve the situation. If leaders avoid handling disputes, the group members will not be able to progress with their work.

Last is the role of motivating through praise, while fostering growth through criticism. During a recent group meeting, I selected 12 group members who were experiencing difficulty in the course of their work and commended them publicly. Conversely, I also did not hesitate to criticize those who were not putting in the effort and were falling short. I believe that remaining silent in order to maintain a pleasant atmosphere can ultimately harm an organization.

Q4. What are your aspirations as a leader this year? 

I want to create an environment in which fear of failure is not a factor, and bold execution is encouraged. Given that by definition, the work of advanced development involves taking on new challenges, it is common to feel stressed when the expected results are not achieved. But we learn and grow through these experiences, and it is only through persistent efforts that we can achieve our goals. For this reason, I focus on valuing the process over the outcome, and strive to praise group members for their efforts.

As an ESTJ, I tend to be quite impatient by nature. This might lead group members to think that I expect fast results. But in fact, I try to value the importance of the process as much as I can. However, I believe that bold execution and taking action without preparing are different things. For instance, if someone proceeds without checking reference performance and ends up with poor results, it will be hard to offer them praise.

Q5. What would you like to see from your group members?  

First, I would like to see them grow as R&D experts with a strong business mindset. Unlike university or government-funded research institutions, a corporate research center must develop technologies that can generate revenue. Since contributing to profitability is important, I hope that they understand whether a project offers a good return on investment, and proceed with their tasks accordingly.  

Second, I would like group members to engage in extensive dialogue with their colleagues to expand their research areas. As diverse technologies converge to complete a single product, it is essential for group members not only to understand their own area of expertise but also the preceding and subsequent processes, to grow as experts in their respective products.

Finally, I would like to encourage open discussions and frequent conversations. A research center brings together people from diverse fields. Since our development tasks focus not on creating something new but on enhancing performance by combining existing technologies, I believe that we will come up with new ideas by talking to each other.

Q6. Of the principles in Steel Recipe, which ones do you think are working best in your group?  

I’d have to say “Training is the short cut to becoming a dependable work partner.” 

Our group must make many efforts in new fields. Just as the saying, “You see as much as you know” reflects, it is difficult to demonstrate creativity if you lack expertise in any specific area.

Furthermore, even if you have the expertise, changes come at an extremely rapid pace, so it is necessary to be aware of all trends. For this reason, we recommend participating in seminars and conferences, and even conduct education sessions for those unable to attend.

I believe the capabilities of individuals combine to form the capabilities of each organization, and these, in turn, combine to form the capabilities of the company. For Hyundai Steel to become a world-class company, I hope that both the company and individuals will grow through continuous training and self-development.

Q7. Are there any Steel Recipe principles you would like to expand on and apply in your group?  

It’s “Be flexible with work, but get the job done well.”  

Today, our society is placing a stronger emphasis on the importance of personal life. Considerations for child-rearing and networking with friends are important. When fixed working hours prevent employees from meeting their personal needs, it can result in a buildup of dissatisfaction, making it difficult for them to work enthusiastically.

I believe in handling work professionally and effectively while offering policies like optional work schedules, which allows employees to control their working hours with flexibility to accommodate personal situations. That’s why I have included this policy in the ground rules for the Advanced Development Group.