In order to get through the current crisis, I’ve been saying the only way forward is through innovation. If you’d like to maximize your own innovative thinking, you need to be doing things other than work.
In this video, I share what I personally do to protect my discretionary time.
There are side-effects to Coronavirus. I suspect some of them will be permanent, and this is not a bad thing.
As my wife and I were walking around our neighborhood on Thursday afternoon, we noticed a lot of husbands and wives out walking, shopping, spending time cafes and restaurants, and enjoying themselves on a weekday when you would not have normally seen working-age people at leisure. As many companies in Japan are encouraging people to work from home, this is likely what a telecommuting lifestyle looks like—a stark contrast to the salaryman lifestyle with its crushing commutes into the city and late night drinking with colleagues and customers.
Businesses can be their own worst enemies when business process supplants business thinking.
The CEO of a large industrial American company in Japan told me of difficulties he faces in buying from a division of a large Japanese industrial company, not because of a lack of will to sell on their part, but rather unnecessary and burdensome bureaucratic processes that were designed to meet Japanese government procurement requirements, the division’s primary customer. Quality control processes at the Japanese seller company were impractical and far beyond what the American company required, while lead-times and costs were excessive. Adherence to process, no matter how inappropriate, dominated thinking.
Empowerment is like breathing. We all recognize its need but we’re rarely aware of it until something is wrong. Passivity in business is the most common symptom of lack of empowerment. Continue reading →
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.
Most global companies outside of Japan have targets for increasing numbers of women employees, particularly in management. And even in Japan where women are often given short shrift, more global companies now have such targets as well. However, the leaders of the most successful companies I know achieve their objective by doing things right that have nothing to do with women at all, and their businesses and all staff, both men and women, are better off as a result.
If you are the leader of a business in Japan or anywhere else, whether your business is subject to diversity targets or not, below is what I advise.