toyota globalisation case study

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The Contradictions That Drive Toyota’s Success

• Hirotaka Takeuchi,
• Norihiko Shimizu

Stable and paranoid, systematic and experimental, formal and frank: The success of Toyota, a pathbreaking six-year study reveals, is due as much to its ability to embrace contradictions like these as to its manufacturing prowess.

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Toyota has become one of the world’s greatest companies only because it developed the Toyota Production System, right? Wrong, say Takeuchi, Osono, and Shimizu of Hitotsubashi University in Tokyo. Another factor, overlooked until now, is just as important to the company’s success: Toyota’s culture of contradictions.

TPS is a “hard” innovation that allows the company to continuously improve the way it manufactures vehicles. Toyota has also mastered a “soft” innovation that relates to human resource practices and corporate culture. The company succeeds, say the authors, because it deliberately fosters contradictory viewpoints within the organization and challenges employees to find solutions by transcending differences rather than resorting to compromises. This culture generates innovative ideas that Toyota implements to pull ahead of competitors, both incrementally and radically.

The authors’ research reveals six forces that cause contradictions inside Toyota. Three forces of expansion lead the company to change and improve: impossible goals, local customization, and experimentation. Not surprisingly, these forces make the organization more diverse, complicate decision making, and threaten Toyota’s control systems. To prevent the winds of change from blowing down the organization, the company also harnesses three forces of integration: the founders’ values, “up-and-in” people management, and open communication. These forces stabilize the company, help employees make sense of the environment in which they operate, and perpetuate Toyota’s values and culture.

Emulating Toyota isn’t about copying any one practice; it’s about creating a culture. And because the company’s culture of contradictions is centered on humans, who are imperfect, there will always be room for improvement.

No executive needs convincing that Toyota Motor Corporation has become one of the world’s greatest companies because of the Toyota Production System (TPS). The unorthodox manufacturing system enables the Japanese giant to make the planet’s best automobiles at the lowest cost and to develop new products quickly. Not only have Toyota’s rivals such as Chrysler, Daimler, Ford, Honda, and General Motors developed TPS-like systems, organizations such as hospitals and postal services also have adopted its underlying rules, tools, and conventions to become more efficient. An industry of lean-manufacturing experts have extolled the virtues of TPS so often and with so much conviction that managers believe its role in Toyota’s success to be one of the few enduring truths in an otherwise murky world.

• Hirotaka Takeuchi is a professor in the strategy unit of Harvard Business School.
• EO Emi Osono ( [email protected] ) is an associate professor;
• NS and Norihiko Shimizu ( [email protected] ) is a visiting professor at Hitotsubashi University’s Graduate School of International Corporate Strategy in Tokyo. This article is adapted from their book Extreme Toyota: Radical Contradictions That Drive Success at the World’s Best Manufacturer , forthcoming from John Wiley & Sons.

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Managing Sustainability to Be First: The Toyota Case

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• Maria Garbelli 7  

Part of the book series: Eurasian Studies in Business and Economics ((EBES,volume 2/2))

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Sustainability matters along with attention to a company’s social and environmental commitment and the related (complex) performance is far from new in the literature, but the last years have pressed both academics and managers by urgent issues such as climate changes and disasters, poverty, economic and social crisis in many countries, human rights violations, health concerns and so on. Also, the end of twentieth century saw unprecedented changes in corporate strategy and management towards sustainable thinking—the emergence of sustainability as corporate strategy, and making sustainability an integral part of a company’s business strategy in order to gain bottom-line benefits and to accomplish new law requirements. In such a global, unstable, market, sustainability becomes an investable concept, crucial in driving interest and investments to the mutual benefit of companies and investors. Toyota’s commitment for a sustainable management has been developed since decades ago and continues nowadays, representing a perfect example for the whole market, and witnessing the urgency of an integrated approach along the supply chain, in order to gain competitive advantage through ‘sustainability’.

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‘The greatest pressure, at least externally, is coming from national regulators in the countries where firms operate. But pression is also coming from stakeholders—shareholders, business partners, and employees—and increasingly, from the companies themselves as they struggle to successfully combine performance and purpose in the post-recession world’ (The Economist 2010 ).

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Maria Garbelli

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Garbelli, M. (2016). Managing Sustainability to Be First: The Toyota Case. In: Bilgin, M., Danis, H., Demir, E., Can, U. (eds) Business Challenges in the Changing Economic Landscape - Vol. 2. Eurasian Studies in Business and Economics, vol 2/2. Springer, Cham. https://doi.org/10.1007/978-3-319-22593-7_4

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• Toyota's Cross-cultural Communication Strategies in Global Operations

In a globalized world, cross-cultural communication is the linchpin of international business success. Toyota, with its expansive global presence, exemplifies this truth through its advanced and nuanced cross-cultural communication strategies. This article unravels the Japanese automotive giant's multifaceted approach to cross-cultural communication, emphasizing how it has facilitated seamless global operations and fostered international collaboration.

Understanding Cultural Diversity

Toyota operates in diverse markets across continents, each with its unique cultural nuances and communication norms. Recognizing and respecting this diversity is the foundation of Toyota's cross-cultural communication strategy, ensuring a harmonious relationship with local communities, employees, partners, and consumers.

Customized Communication Training Programs

Toyota invests heavily in training its employees in cross-cultural communication. Customized programs, designed to cater to the specific cultural contexts of different regions, are integral in equipping staff with the knowledge and skills to communicate effectively across borders.

Language Proficiency and Localization

Language is the medium of communication, and Toyota emphasizes language proficiency for its global workforce. Additionally, the company adopts a localization strategy, incorporating local languages in its communications, product manuals, marketing materials, and digital platforms.

Utilizing Technology for Communication

In the digital age, Toyota leverages technology to bridge communication gaps. Virtual meetings, translation tools, and collaborative platforms are employed to facilitate conversations, ensuring clarity and mutual understanding despite geographical and linguistic barriers.

Emphasizing Non-verbal Communication

Toyota acknowledges the importance of non-verbal cues in communication, especially in cultures where context plays a significant role. Training programs include modules on understanding and interpreting body language, facial expressions, and gestures to avoid misunderstandings and build rapport.

Encouraging Cultural Exchange Programs

Toyota promotes cultural exchanges among its international locations. Employees are given opportunities to work in different countries, immerse themselves in local cultures, and gain firsthand experience, thus fostering a sense of unity and mutual respect within the diverse workforce.

Establishing Global Networks of Collaboration

Toyota has established networks of collaboration connecting its headquarters with regional offices, manufacturing plants, and research centers worldwide. Regular interactions, conferences, and workshops are organized, encouraging dialogue and knowledge sharing across different cultural backgrounds.

Incorporating Feedback and Adaptation

Feedback is crucial for continuous improvement. Toyota actively seeks feedback from its international stakeholders to assess the effectiveness of its communication strategies, adapting and refining them to better suit the ever-evolving global landscape.

Case Study: Toyota’s Success in North America

Toyota's success in North America serves as a testament to its effective cross-cultural communication strategies. By understanding and embracing the distinct American corporate culture, adapting to local communication norms, and building relationships based on trust and respect, Toyota has established itself as a major player in the automotive industry in the region.

Ethical Considerations and Cultural Sensitivity

Toyota maintains a strong ethical stance in its communication strategies. The company is committed to cultural sensitivity, ensuring its messages are respectful, inclusive, and do not perpetuate stereotypes or cultural biases.

Addressing Challenges and Learning from Mistakes

No strategy is foolproof, and Toyota is no stranger to challenges in cross-cultural communication. The company learns from its missteps, revisiting its strategies and making necessary adjustments to avoid similar pitfalls in the future.

Embracing Local Cultures and Community Engagement

Toyota’s commitment to embracing local cultures extends beyond the workplace. The company actively engages with local communities, participating in cultural events, supporting local initiatives, and contributing to societal development. This community-centric approach fosters goodwill and strengthens Toyota's relationship with diverse stakeholders across the globe.

Inclusive Leadership and Decision-Making

Inclusive leadership is a cornerstone of Toyota’s cross-cultural communication strategy. Leaders within the organization are trained to appreciate diversity, incorporate varied perspectives, and make decisions that consider the multifaceted needs and values of a global workforce. This inclusive approach ensures that employees across different cultures feel valued, heard, and respected.

Bridging East and West: A Balancing Act

Toyota, originating from Japan, has had the unique challenge and opportunity of bridging Eastern and Western business philosophies. The company has successfully balanced the collectivist and relationship-oriented nature of Japanese culture with the more individualistic and task-oriented cultures prevalent in Western countries. This balancing act has been pivotal in fostering mutual understanding and cooperation between Toyota’s Japanese headquarters and its Western counterparts.

The Role of Human Resource Management

Human Resource Management (HRM) at Toyota plays a significant role in shaping and implementing cross-cultural communication strategies. HRM is responsible for developing training programs, fostering an inclusive organizational culture, managing diversity, and addressing any cross-cultural conflicts or issues that may arise.

Tailored Marketing and Brand Communication

Understanding cultural nuances is also crucial in how Toyota markets its products globally. The company tailors its marketing strategies, advertisements, and brand messages to resonate with local audiences, taking into account cultural preferences, values, and communication styles. This cultural adaptability has enabled Toyota to establish a strong brand presence in various international markets.

Digital Transformation and Cultural Intelligence

The digital transformation of communication has necessitated a new set of skills and awareness. Toyota emphasizes the importance of digital cultural intelligence among its employees, enabling them to navigate the complexities of online communication, social media interactions, and digital collaboration with cultural finesse.

Learning from Cross-Cultural Partnerships and Alliances

Toyota’s numerous partnerships and alliances with other international automotive companies offer rich learning experiences. By collaborating with organizations that have different cultural backgrounds and corporate philosophies, Toyota gains insights and perspectives that further refine its cross-cultural communication strategies.

Global Mobility and Diverse Talent Acquisition

Global mobility programs not only allow for cultural exchanges but also enable Toyota to access and integrate diverse talent into its operations. The company values the unique skills, knowledge, and perspectives that individuals from different cultural backgrounds bring to the table, enriching the organizational culture and driving innovation.

Long-Term Vision and Continuous Improvement

Toyota's approach to cross-cultural communication is not static. The company maintains a long-term vision, recognizing that as societies evolve, so do cultural norms and communication practices. Committed to the philosophy of Kaizen, or continuous improvement, Toyota regularly reassesses and refines its strategies to stay ahead of the curve and maintain harmonious global operations.

The Philosophy of ‘Genchi Genbutsu’

Central to Toyota’s approach in navigating cross-cultural communication is the philosophy of ‘Genchi Genbutsu’, which means ‘go and see for yourself’. This philosophy emphasizes understanding issues by experiencing them firsthand rather than relying on reports and discussions. By visiting global branches and interacting with the local workforce and community, Toyota’s leaders gain a deeper understanding of the cultural nuances and communication dynamics of different regions.

Holistic Approach to Cultural Integration

Toyota employs a holistic approach to cultural integration, aligning organizational strategies, policies, and practices with local cultural contexts. This approach fosters a sense of belonging among local employees, promotes organizational coherence, and contributes to the overall success of the company in diverse markets.

Resolving Cross-Cultural Conflicts

Conflict resolution is a significant aspect of Toyota’s cross-cultural communication strategy. The company adopts a collaborative approach to resolving conflicts that arise from cultural misunderstandings or differences, ensuring that solutions are mutually agreeable and that relationships are preserved.

Employee Resource Groups (ERGs)

Toyota establishes Employee Resource Groups (ERGs) that bring together employees from similar cultural backgrounds or with common interests. These ERGs serve as platforms for cultural expression, mutual support, and contribute to the cultivation of an inclusive work environment. They also provide valuable insights to the management on cultural considerations and employee wellbeing.

Celebrating Cultural Diversity

Celebrating cultural diversity is integral to Toyota’s organizational culture. The company organizes multicultural events, festivities, and programs that showcase the richness of different cultures. These celebrations foster a sense of unity in diversity, enhance cultural appreciation, and contribute to a more inclusive and harmonious workplace.

Ethnographic Research in Product Development

Understanding cultural preferences and behaviors is crucial in developing products that meet the needs of diverse consumers. Toyota conducts ethnographic research to gather insights into local lifestyles, driving habits, and consumer expectations, ensuring that vehicles are designed and customized to suit different markets.

Case Study: Toyota in the Middle East

Toyota’s success in the Middle East is a noteworthy example of effective cross-cultural communication and adaptation. The company has navigated the region's unique cultural landscape by respecting local customs, building strong relationships with local partners, and adapting marketing strategies to align with regional values and preferences.

Contributions to Local Education and Community Development

Toyota’s commitment to community engagement is evident in its contributions to local education and community development projects in various countries. By supporting educational institutions, scholarships, and community initiatives, Toyota plays an active role in societal development and builds lasting relationships with local communities.

Customer Communication and Service Adaptation

Customer service is another area where Toyota’s cross-cultural communication strategies shine. The company trains its customer service representatives to be culturally aware, adapt communication styles, and address customer inquiries and concerns in a manner that aligns with local expectations.

Multicultural Teams and Innovation

The diversity within Toyota’s multicultural teams is a source of innovation. By bringing together individuals with varied cultural perspectives and experiences, the company fosters a creative environment where new ideas are generated, and unique solutions are developed.

Monitoring Global Trends and Societal Changes

Toyota stays abreast of global trends and societal changes that can impact cross-cultural communication. By monitoring shifts in cultural dynamics, societal norms, and communication preferences, the company remains adaptable and responsive to the evolving needs of its diverse stakeholders.

Conclusion: Sustaining Global Excellence through Cultural Harmony

In the final analysis, Toyota's exemplary cross-cultural communication strategies underscore its position as a global leader in the automotive industry. By embracing cultural diversity, fostering mutual understanding, and continually adapting to a multicultural world, Toyota has successfully navigated the challenges of international business. The company’s unwavering commitment to cultural harmony sustains its global excellence and sets a benchmark for cross-cultural communication in the corporate world.

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A Case Study of Toyota's Globalization Strategy while Entering Chinese Market

Chinese market is very important for multinational auto manufacturers, and a multinational’s practice of entering Chi-nese market is a good case for globaliza-tion strategy. In this paper we review Toyota’s strategy of entering Chinese au-to market, to evaluate the cooperation form, geographical distribution, and cus-tomization production. Toyota’s strategy in Chinese auto market is relatively suc-cessful and a more aggressive goal is be-ing implemented.

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Case Study of Toyota: International Entry Strategies

Toyota is being known world-wide and being accepted as the world most popular car manufacturer . Wherever we go, not even a single soul did not know what a Toyota is. This is what we called as Toyotaism. But, to accomplish this was not that easy compared to how it sounds. Toyota had to face several issues and problems also had taken multiple actions to solve them. Hiroshi Okuda had identified 3 issues relating to the management of Toyota. Those management issues are; (1) Lag in product Planning, (2) Declining market share in Japan, and (3) was behind in overseas expansion. Due to these main issues, Toyota had taken several steps for the manufacturer to survive in its own name in own country and also to the world outside.

For Toyota to make known of its brand name , a number of development strategies had been taken by Toyota.

The first stage of Toyota’s development strategy is Cross-Nation Space Strategy. It is where Toyota implemented a strategy of marketing its product in Japan and in other nations around the world. It is a strategy of blanketing the nations with all Toyota’s product. Manufacturing of product for Toyota started in 1938 where its first plant was built which is the Honsha Plant. It is after 20 years of incorporating that Toyota could construct their second plant which was in the year 1959. Upon incorporating, there were three major strategies being taken to ensure their success. First and foremost was to have high quality auto suppliers. Second, was for Toyota to built affiliates like providing housing and entertainment facilities for its own employees and families. This was because Toyota is making its employees and families as their crucial factors of Toyota’s success. And thirdly was webbing Toyota dealers in which they developed on their channel of distribution.

It was up until 1960s that Toyota adopted nation-specific strategies to provide their automobiles throughout the nations outside. Due to that, Toyota Motor Sales (TMS) had set up export department for the main reason to pioneer the overseas market. First exporting activities being done by Toyota was after receiving an order from Brazil for 100 units of Model FXL large trucks. As Brazil was a developing country at the moment, it was a golden opportunity for Toyota to introduce its brand name overseas and highly potential to penetrate the automobiles market in Brazil. But, because Brazil eventually had a poor infrastructure, Toyota grabbed this opportunity and tend to market its Four-wheeled-Drive (4WD) Land Cruiser as this vehicle is able to withstand the poor road conditions of Brazil. Starting from this point, Toyota had Ipiranga, Brazil, and had the first-mover advantage to meet the demand locally. This enabled Toyota the chance to export its product to other Latin America nations like Colombia, Costa Rica, Venezuela, and Puerto Rico. For the South-East Asia, the first export was to Thailand which is in 1950s to 1960s. The action of Toyota Motor Sales to gain market in Thailand has enabled Toyota to receive for the second time the advantage as the first-mover in the Thailand’s local automobiles industry. And as for the Middle-East, it was in 1947 that the first exporting activity being done by Toyota which was to the King of Egypt. During this period also Toyota had already started exporting its products to gain market on the automobiles industry in China. Toyota hesitated in exporting its products to the Europe at first because Europe is known as the world’s most sophisticated market. So, Toyota had no intention to do any transaction with the Europe during that particular period. But, a European representative had come all the way to Tokyo asking Toyota to exports its automobiles. As a result, Toyota had export its model, Crown and Land Cruisers to Denmark and Ethiopia.

After the expansion of products to the Latin America, Toyota had expanded its automobiles to the North America Continent especially the United States of America. This is where the second stage of Toyota’s Development Strategies took place. In this stage, Toyota implemented the Cross-Continent Space Strategy by establishing 5 assembly factories. However, due to the weather condition in the USA, it brought some difficulties to Toyota in promoting its vehicles. Thus, Toyota started to export the new Corona and Corolla to Canada. Another core factor that influenced Toyota to expand its cars to United States is due to the existence of large port cities in the West Coast Region that were crucial for Toyota in distributing its products to the USA. Toyota Crown was the first model that arrived in United States, specifically Los Angeles. After a while, Toyota’s cars being condemned as it vibrates badly and easily overheated while driving all the way on United State’s highway. To replace the failure of Toyota Crown, Toyota had produced another improved car, Tiara, to the consumers of the USA. But, the Tiara also had not fulfilled the demand of the consumers and Toyota having serious problems in selling its cars. From this, Toyota had learned its lesson motor vehicles that are not competitive in performance, price, and brand names had no chances at all of being accepted by the markets. Until then, Toyota had been striving eminently to develop its new international product of the new Corona .

As for the development on the automobiles market in Thailand, Toyota had made a joint-venture with one of the car manufacturer of Thailand to become Toyota Motor Thailand. This was later enabled Toyota to establish its own assembly plant in Thailand where it provided multiple job opportunities to the locals indirectly.

The expansion of Toyota’s products continued to the West Region, then to the Central Region and lastly to the East Region of United States especially to New York City. This expansion process was successfully carried out with one of the factor of the establishing of the second wholly-owned subsidiary of Toyota which located in Brazil. The expansion leads to a success when Toyota Do Brazil (TDB) merged with Toyota of Argentina to export Toyota’s automobiles to Latin America and Central America. As Toyota was backed with high political influence due to its several contributions to the local politician during the election years, this guaranteed the successfulness of Toyota to world generally.

Approaching 1970s, two major developments occurred to the Toyota manufacturer. First is the oil crisis. As the price of oil increased tremendously during the period, Toyota’s cars are highly demanded as Toyota promoted a reasonable price on its cars. Another development occurred was the appreciation of Japanese currency. For this reason, Toyota had swift its manufacturing of high grade of small cars to sporty cars. The examples are Celica and multi-use pick-up trucks.

Next strategy implemented was the establishment of the product plants. The main factor that leads Toyota to put this strategy into action was due to the oil crisis that eventually increase the number of units sold of Toyota’s products. In January 1982, Toyota Motor Company (TMC) and Toyota Motor Sales (TMS) combined to form Toyota Motor Corporation. This restructuring and merger initiative was to grasp the capabilities of Toyota to the fullest. Toyota had been in a joint venture with General Motors (GM) with the reason that a voluntary restriction on Japanese exports to USA was initiated in 1981. This was after an action to joint-venture with Ford Motors failed. As a result, facilities of its own by Toyota being able to set up in the United States of America. The advantages towards this plan were to reduce risks and to accumulate experience in the local production. In this strategy also, Toyota decides to build production plants in developing countries and targeting places in Urban City like the Shenyang and Tianjin in China. In 1998, Toyota acquired Tianjin Motor Group to become Tianjin Toyota Motor Engine where they were in charged in supplying Daihatsu and later exported to Japan.

Up until 1995, Toyota implemented its third stage of development strategy which stressed on the globalization strategy . New global business plan being initiated with the efforts to further localize (overseas) and increase imports of automobiles produced overseas (in Japan). One of the strategy made was the New Sienna which was made by the manufacturer of Toyota in Kentucky, USA. Other globalization plan that were made was the published of supplier’s guide with the intention to aim at providing the first timer suppliers a greater understanding on Toyota’s purchasing activities and giving outlines on how to sell supplies to the Toyota. In 1997, Toyota made another plan which providing internet services where it makes overseas supplier request for auto parts easier. As up to March 1998, Toyota had already had 34 overseas subsidiaries and affiliates throughout the world, 150 distributors in 5 continents and 25 countries. This indicates that Toyota is successfully entered the foreign market.

One key factor that leads Toyota to be able to expand effectively is due to its active played the role of a good corporate citizen. Toyota is actively donating to social and cultural activities, exchange students programs and traffic safety campaign. This global business strategy has being a major plan for Toyota to keep consumers driving its products from generation to generation.

In short, all of the above strategies created by Toyota can be explained as; first, Toyota started to target the international market by focusing on the national level, then the global level. Ways of making its products known throughout the world are through exporting at first, joint ventures and later towards the establishing of Toyota’s own subsidiaries to manufacture its products in the host country. After creating a potential hopes on the 5 continents’ market, Toyota began to be part of the local communities’ choice of automobiles in their own country.

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UCL startup ZNotes helps millions of students globally

Education technology and social impact startup ZNotes, founded by UCL alumnus Zubair Junjunia, has evolved into a global force, reaching over 5 million students.

21 May 2024

ZNotes addresses educational inequalities by giving millions of students across 190 countries unrestricted access to high-quality educational content. The platform has developed into a global community and empowers learners to become active contributors in the education system.

In 2021, Zubair received the Diana Legacy Award, in recognition of his exceptional contribution to education. Named after Diana, Princess of Wales, it’s recognised as the highest accolade a young person can receive for their social and humanitarian efforts.

Alongside this, in 2023 Zubair was appointed a Generation17 Young Leader by the United Nations Development Programme and Samsung for ZNotes' scale of impact on the UN Sustainable Development Goal 4 (quality education).

The business has been recognised by other global organisations too, including One Young World. And in 2023 Zubair became the world’s youngest recipient of the Freedom of the City of London.

Aged just 23, Zubair was also one of the youngest commencement speakers in the history of UCL at the 2023 Graduation Ceremony.

From informal beginnings to global movement

ZNotes traces its roots back to Zubair seeing huge education disparities himself in Saudi Arabia a decade ago, during his first set of high stakes exams, the International General Certificate of Secondary Education (IGCSEs).

A tech enthusiast, diligent student and copious notetaker, he decided to build a site to post his class notes so that anyone with an internet connection could freely access them. He describes the initial idea as simply being “the digital version of the age-old practice of group study”.

“I didn’t plan for ZNotes to be anything but a way to share my resources with other students. The pivotal moment really came when other students decided to help as well. I’m prouder of this more than anything else - young people dedicating their time by contributing notes and supporting each other through this growing ecosystem.”

Since those informal beginnings ten years ago, and becoming a registered organisation in 2020, ZNotes has now grown into a unique, community-powered learning platform. Over five million people have visited the site to access content since launch, and there are now more than 500,000 registered users.                

Taking the offering global

Zubair describes his journey with ZNotes as “shifting up a gear” during the second year of his master’s in Mathematics at UCL. With exponential growth on the platform, he realised he needed some help evolving ZNotes from a passion project to a startup.

“I approached UCL Innovation & Enterprise and successfully applied for their UCL Launch programme (now called ‘Build your business or social enterprise’).

“I learned a whole host of things on that first course, from the legal side, to financing,” he explains. “But more than anything it gave me the confidence to speak about what I was doing and share our ambitions. From there, the startup and impact continued to scale.”

ZNotes was part of the Hatchery incubator at BaseKX, UCL’s dedicated entrepreneurship hub, managed by UCL Innovation & Enterprise. BaseKX plays host to a vibrant community of the university’s most promising startups by providing free, tailored support and dedicated office space.

Staff from UCL Innovation & Enterprise also helped Zubair in obtaining a Tier 1 Entrepreneur visa, to enable him to continue growing the company in the UK after graduating.

The future of education is youth-led

Zubair is keen to underline ZNotes’ community-led approach, which empowers learners to co-create resources, engage in peer-to-peer learning, and contribute to a robust content eco-system. 

“Built with, and alongside, students we’ve developed a community-powered learning platform, where selected authors from all over the world can add content directly. We also integrated Discord to cultivate the community and enable peer learning.”

“We ran a survey of 23,000 students in 2023, to assess the impact of ZNotes on people’s education. 91% cited our platform as being crucial or highly useful for their academic success and 87% overshot or achieved their self-set target grades. Interns reported a 77% improvement in job candidacy, and contributors saw a 15% increase in importance serving marginalised communities.”

Supporting young people to make a difference

With over 100 contributors, 70 interns and 40 ambassadors, ZNotes has also become a catalyst for young people who want to make a difference. 

“ZNotes ensures every student has a level playing field when it comes to high-stakes exams. But it does much more than that. It inspires and empowers young people to become leaders and changemakers. 82% percent of our contributors have engaged with more community initiatives since being involved with ZNotes. And one in five of our interns have launched their own initiative or joined another one tackling a social problem.

“Our vision now is to reach and impact 100 million learners in the most under-resourced education systems around the world. Given how rapidly ZNotes has grown, we’re determined to keep scaling, so that learners all over the planet have access to the high quality educational resources they need to thrive. And that young people themselves can get involved as agents of change and be part of this global movement.”

Watch a video about ZNotes

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Find out more about:

• Entrepreneurship support for UCL students and graduates
• Zubair’s UCL Commencement speech:  a call to action for people and our planet
• Meet the Generation17 Young Leaders: The Story of Zubair Junjunia

Image © ZNotes 

Email:   [email protected]

Meet the team

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Sand in Newport Beach was replenished in 2023. (Photo/iStock)

Beach erosion will make Southern California coastal living five times more expensive by 2050, USC study predicts

The region’s sandy coastlines are vanishing at an alarming rate. It’s a warning sign for coastal communities worldwide, USC research suggests.

Rising sea levels and urban development are accelerating coastal erosion at an alarming rate in Southern California with significant ripple effects on the region’s economy, a USC study reveals.

The study, published in Communications Earth & Environment , predicts that Southern California’s coastal living costs will surge fivefold by 2050 as a direct result of beach erosion. This erosion will require more frequent and costly beach nourishment projects to maintain the state’s treasured shorelines, consequently driving up the cost of living along the coast.

“Our study presents compelling evidence of the rapid deterioration of Southern California’s coastal landscapes,” said Essam Heggy , a geoscientist in the Ming Hsieh Department of Electrical and Computer Engineering/Electrophysics at the USC Viterbi School of Engineering and the study’s corresponding author.

“The challenges facing Southern California mirror a growing threat shared by coastal communities worldwide. The environmental and economic implications of coastal erosion reach far beyond California’s shores and demand interdisciplinary, global solutions,” he said.

Coastal erosion: Cost of living sure to surge as sandy beaches disappear

To predict future changes along California’s sandy coastlines, the researchers focused on the Gulf of Santa Catalina, which stretches over 150 miles from the Palos Verdes Peninsula in Los Angeles County to the northern tip of Baja California in Mexico.

They used a combination of historical and recent satellite images as well as advanced algorithms to analyze coastline movement and predict future erosion based on different trends and environmental factors.

The study predicts a tripling of erosion rates by 2050, increasing from an average of 1.45 meters per year to 3.18 meters by 2100. Consequently, the annual sand requirement for beach nourishment could triple by 2050, with costs rising fivefold due to the global increase in sand prices. This will exacerbate economic and logistical pressures on coastal communities.

Beach nourishment is adding sand to an eroded beach to rebuild it and create a wider barrier against waves and storms.

“Our investigation suggests that coastal problems start inland due to the rapid growth of cities along the coast, which compromise inland sediment replenishment of sandy beaches,” said Heggy, whose research focuses on understanding water evolution in Earth’s arid environments.

“As our beaches shrink, the cost of maintaining them will rise. Finding innovative solutions is key to securing a sustainable future for our shores and local economies,” he said.

Coastal erosion in California: A case study for a global problem

Coastal cities in Southern California and those in North Africa bordering the Mediterranean Sea face a common challenge: a semi-arid climate year-round coupled with the growing threats of rising sea levels and eroding shorelines.

A significant portion of Earth’s landmass, roughly 41%, falls under arid or semi-arid classifications, and these areas support over a third of the global population.

To understand this global challenge, the researchers focused on two specific locations: Corona del Mar in Orange County, Calif. — an example of the typical Southern California coastline — and Hammamet North Beach in Tunisia. Both are densely populated and share similar climates, prone to increasing droughts, flash floods and unpredictable rainfall patterns. These characteristics mirror the challenges faced by countless coastal communities worldwide.

The findings showed that the average rate of shoreline retreat in these areas varies. In Southern California, beaches are receding between 0.75 and 1.24 meters per year. In Hammamet North Beach, the retreat rate ranges from 0.21 to about 4.49 meters annually.

“While beach nourishment can temporarily combat erosion, however, it presents significant challenges for developing countries,” said Oula Amrouni, a sedimentologist at the National Institute of Marine Sciences and Technologies at the University of Carthage, Tunis, Tunisia, and one of the study’s co-authors. “The high cost of acquiring the right sand, with the specific grain size, quality and composition, and the technical complexity of extracting and laying it are major hurdles. Additionally, worsening erosion in previously stable areas compels more frequent nourishment projects, straining already limited budgets and leading to unplanned expenditures for many communities.”

About the study: Co-authors of the study include Oula Amrouni and Abderraouf Hzami of the National Institute of Marine Sciences and Technologies at the University of Carthage, Tunis, Tunisia.

This research is supported by the Arid Climates and Water Research Center at USC under contract from the NASA Jet Propulsion Laboratory (AWD#00630), the USC Zumberge Research and Innovation Fund, and the USC Sea Grant.

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