[:en]Return on Human Intelligence[:ja]人間の能力から得られるもの[:]
[:en]Artificial intelligence and expert systems in business can increase organizational capability, but at the same time, despite hype and promise, they are no silver bullet and can also dumb your organization down.
CONVERSATION WITH: 日本フロス代表取締役社長 松原秀樹
Flos Japan CEO Hideki Matsubara is an expert in rejuvenating brands in Japan for explosive growth and has done so with a number of non-Japanese brands, most recently Miele Japan. This video is a the first in a series of provocative conversations with disruptive business leaders in Japan and around the world. Learn from leaders who have been there and done it!
[:en]When Risk Aversion is Personal[:ja]個人的な理由からのリスク回避[:]
[:en] There is nothing wrong with risk aversion. It is only aversion to reasonable business risk that is a problem. When a business leader complains of excessive risk aversion in his staff, the underlying concerns are frequently personal.
[:en]Help Your Customers Get Through This[:ja]あなたの顧客がどうやってこの危機を乗り越えられるかを考えること[:]
[:en]The best way to get through this crisis is not looking so much at how you are going to survive it, but how you are going to help your customers survive it. Also, the only way through this crisis is through innovation. Watch this video and learn how. [:ja]現在の危機を乗り越えるためには、どうやって自分のビジネスが生き延びられるか、というよりも、どうずれば顧客のビジネスが生き残れるか、ということに焦点を当てることが大切です。また、危機を乗り越えるための唯一の方法はイノベーションであると、私は考えています。 その理由、方法については、こちらのビデオをご覧ください。 [:]
[:en]Contingency Trumps Certainty[:ja]危機管理は確実さに勝る[:]
[:en]Even though Japanese prime minister Shinzo Abe now has the power to enact a state of emergency, he has hesitated doing so citing lack of evidence so far for meeting the conditions. Yet lack of evidence and evidence of lack are not the same thing, and you need not make the same mistake in leading your business.
[:en]Fear Misplaced[:ja]見当違いの恐怖心[:]
[:en]Risk and risk perception are rarely equivalent, but if you lead an organization, yours must be one and the same. I write this as worldwide cases of coronavirus surpass 10,000, most of which are in China, and are certain to rise. While a frightening pathogen to be sure, the fears that coronavirus has provoked in people in other countries are beyond rational, as are the changes in their behavior.
[:en]Into the Fray in Hanoi[:ja]変革に立ち向かうこと：ハノイでの学び[:]
[:en]There is no percentage in tentativeness. Success in strategic change belongs only to those who step into the fray. My recent visit to Hanoi reminded me of this, and below I explain why.
[:en]No Path to Excellence in Market Price[:ja]市場価格にこだわらないこと[:]
[:en] Saving pennies should never justify forgoing dollars of income. The most successful business people I know never consider cost, and only consider ROI, particularly when hiring people and engaging services. There is no path to excellence through paying market price. A consistent ROI focus results in rapid growth and success.
[:en]Be Unfair and Play Favorites[:ja]公平であることなど忘れ、えこひいきすること[:]
[:en]Fairness is not about equity of treatment. It is about equity of opportunity to exercise one’s talents. You can play favorites and there is nothing wrong with doing so, as long as it is the excellent that you favor.
[:en]Presume the Best in People: The Gains Far Exceed the Losses[:ja]人を信用することから得られる利益と、疑うことから発生するリスク[:]
[:en] Recently, when traveling first class on the Shinkansen (the Green Car), I noticed that conductors no longer check passengers tickets. It used to be that uniformed conductor, often female, would first distribute complimentary disposable wet towels to new passengers who had just boarded, noting their seat numbers, and then some minutes later return to the same seats to inspect tickets. Now they just distribute towels. No one checks the tickets.
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