There is something missing from the innumerable stories about Toyota that fill the pages of newspapers, business magazines and leadership journals. Rarely do these stories mention one of the key reasons for Toyota’s success: collaboration.

In researching The Culture of Collaboration book, I visited Toyota facilities and explored how collaboration has created substantial value for Toyota and other leading organizations. I had discussions with people throughout the company including Japan-based executives, U.S.-based executives, plant managers, learning and development people, and team members who assemble cars. The book describes how Toyota, among other companies, elegantly extends its collaborative culture through tools including videoconferencing and product lifecycle management.

Mike Morrison, dean of the University of Toyota, provided valuable perspective on many issues including how cross-functional collaboration enhances product development and manufacturing. Mike is quoted in a story in Monday’s Wall Street Journal headlined “Toyota University Opens Admissions to Outsiders.” Based in Gardena, California, the University trains Toyota employees in its business philosophy and instills principles including nemawashi (consensus-building), kaizen (continuous improvement) and yokoten (moving knowledge around the organization).

One of the University of Toyota’s clients is the Los Angeles Police Department’s jails, according to the story. And what better test of how to turn a command-and-control culture into a collaborative one! The relationship reportedly began after Mike volunteered to help at an officer training meeting. Subsequently, the University of Toyota helped the LA jails team develop breakthrough solutions to several persistent problems.  If police supervisors can become collaborative, perhaps even the most hierarchical, star-oriented corporate culture can shift to the Culture of Collaboration.