CBase Releases Case Study on Taiho Kogyo's Use of 360-Degree Feedback Service 'CBASE360°'

CBase Inc., an HR survey cloud service provider with the mission to "update people, organizations, and society through feedback and dialogue" (Headquarters: Shinjuku-ku, Tokyo; CEO: Mikio Fukai), has released an interview case study on the use of its 'CBASE360°' service at Taiho Kogyo Co., Ltd. for leadership development and organizational activation.

Taiho Kogyo Co., Ltd. is an automotive parts manufacturer specializing in high-precision components for automobile engines and electrification products, with tribology (friction, wear, and lubrication technology) as its core expertise. The company recognized challenges in its long-standing, OJT-centered leadership development approach and began restructuring its leadership training program from 2025 onward. In this initiative, 360-degree feedback is used as a 'mirror' enabling managers to objectively assess their own management style, fostering awareness and mindset shifts while creating a shared language across the organization.

Please read the full interview here: https://www.cbase.co.jp/case/taihokogyo/

Left: Mr. Hisaki Kuroki, Senior Manager, General Affairs & HR Department; Center: Mr. Keita Ide, Department Head; Right: Mr. Kishito Kamata, Director, Human Resources Development Office

Background: Shifting from OJT-Centric Training to Leadership Development Focused on 'People, Systems, and Culture'

Since around 2019, Taiho Kogyo had established OJT-centered training, but over the years, the content remained unchanged, leading to stagnation in organizational culture. A culture had taken root where supervisors were unable to fully support their subordinates' growth, and subordinates' opinions often failed to reach their superiors, resulting in chronic miscommunication.

The company recognized that while past management focused primarily on 'giving instructions and answers,' future success would require coaching skills to 'draw answers from others' and a more empathetic approach toward subordinates' emotional well-being. In addition to on-the-job training, the company decided to introduce 360-degree feedback as a means to incorporate capability development and fundamentally rethink management philosophy.

The company aims for each department head to manage their workplace through three key pillars: 'people, systems, and culture.' By effectively managing these three axes, they intend to build 'strong workplaces' that achieve departmental and divisional goals, ultimately contributing to the realization of the company's business strategies and vision.

Post-Implementation Changes: '360-Degree Feedback' Becomes a Common Language

A major change after implementation was the emergence of '360-degree feedback' as a common language for internal discussions. Previously, phrases like 'there are barriers between departments' lacked clarity, making it difficult to initiate concrete discussions. However, with standardized survey items serving as a common benchmark, perspectives are now shared, increasing consensus on challenges.

Interestingly, participants reported that not only were their vague self-awareness points confirmed, but previously unrecognized strengths and weaknesses also came to light. Both positive and negative feedback, articulated from third-party perspectives, generated high levels of acceptance. The ability to objectively view oneself—what can be called a 'mindset shift'—appears to be a unique outcome of the 360-degree feedback approach, serving as a prerequisite for behavioral change.

Among the targeted leaders, many expressed that it was 'truly beneficial to have strengths and challenges verbalized.' The fact that each individual is beginning to recognize the importance of continuous self-improvement as the first step toward behavioral change is a positive sign that HR has observed.

Future Plans: Utilizing Talent Mapping and Harassment Analysis as Strategic Inputs for Management

Going forward, Taiho Kogyo plans to strengthen ongoing follow-up on action plans based on feedback results. Additionally, they are considering leveraging 'Talent Mapping,' a feature of 'CBASE 360°,' to visualize the distribution of employee profiles aligned with company goals and incorporate these insights into HR strategies.

The company also expressed enthusiasm for utilizing harassment analysis. By identifying high-risk zones and conducting targeted training for specific individuals, they aim to prevent workplace harassment before it occurs and improve everyday interpersonal interactions.

CBase will continue to support Taiho Kogyo's leadership development and organizational activation through the use of 'CBASE360°'.

Please read the full interview here: https://www.cbase.co.jp/case/taihokogyo/

Inquiries for the 360-Degree Feedback Service 'CBASE360°'

Companies interested in 'fundamentally reviewing management training,' 'quantitatively assessing psychological safety to inform development initiatives,' or 'designing next steps based on data' are encouraged to contact us via the form below or by email.

URL: https://www.cbase.co.jp/contact/

Email: [email protected]

CBase will continue to support corporate talent and organizational development not only through system provision but also through on-site consulting and training that addresses real-world challenges.

About the 'CBASE 360°' Series: https://www.cbase.co.jp/

'CBASE 360°' (https://www.cbase.co.jp/cbase360/) is a cloud-based 360-degree evaluation system with one of the highest adoption rates in the industry, boasting a 95% repeat rate and serving over 800,000 respondents annually. 360-degree evaluations are highly effective for organizational and talent development, as feedback from colleagues enhances credibility and fosters personal 'awareness,' making it a widely adopted method across numerous companies and organizations.

CBase Inc.

CBase Inc. operates various HR survey cloud services, including the 'CBASE 360°' 360-degree evaluation system adopted by over 1,000 companies, primarily large enterprises, and 'Organizational Diagnosis,' which supports comprehensive understanding and improvement of organizational conditions. Moving forward, the company aims to drive DX (ODDX) for people and organizations and continue creating value as a leader shaping the future. https://www.cbase.co.jp/