There IS such a thing as an executive boneyard for those who do not succeed in making a change in business. But that doesn’t mean your bones have to go into it. Even the most obstinate organizations in Japan can be changed — if you do things right.
In this video, I share some of the behaviors that I see in the most successful CEOs who have successfully changed the companies in Japan for the better.
As I boarded a Japan Airlines international first class not long ago, a flight attendant at the entrance to the aircraft greeted me in Japanese with, “Doctor Bleistein! We’ve been expecting you!” rather than the typical, “Welcome aboard, sir!” in English. Not only did she know my name, but but also that my title is “Doctor” and presumed correctly that I speak Japanese, when typically the presumption would be that I don’t.
After the flight leveled off, I got out of my seat and approached her to ask how she knew all this about me. The flight attendant explained that she Googles all first class passengers on the manifest ahead of time, and in her experience, most first class passengers get a lot of hits. She endeavors to know something about each of the passengers for when she interacts with us.
We are living in a post-distributor age. Gone are the days of cajoling distributors in representing your products to customers—often poorly. The best businesses of today make it easy, comfortable, and fast for customers to buy actually what the want and how they want it.
A friend of mine in Australia told me how he just bought a new Mini car completely online. He never visited a car dealership. Never test drove the car. He configured all the options online. It was delivered to his house, and he loves it.
The so-called ‘new normal’ is something you make, not something you predict, and if you lead a business, you should be deciding what should be your ‘new normal.’
Let me tell you three aspect of ‘normal’ that I think should become yours.
Today, I’d like to share the three things I have learned. Watch this video and learn what they are.
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.
What are the changes we are going to see in Japan beyond this lockdown? In my view, there are at least three.
Watch this video to find out what they are.
The only viable path forward for your business during this crisis is innovation. There is no percentage in tentativeness. It is the bold and the innovators who will hit the ground running and succeed when things settle.
At a recent CEO roundtable I held in Tokyo, one CEO talked about how he is implementing enclosed spaces in retail facilities across Japan that are meant to accommodate one customer and one sales person at a time. The space is disinfected after each use. Other CEOs who heard this idea realized they could do the same thing in their own businesses, even though the business of each is vastly different from the others.