2013:Understanding Work Productivity & Cultural Dynamics: My Journey from Japan to India and Malaysia

 In this blog, I aim to shed light on the intricate dynamics of work productivity, cultural understanding, and the surprising statistics surrounding Japanese work ethic.

There's been much debate about Japan's productivity rate. To gain a broader understanding, I turned to Chat GPT, which identified the following 12 reasons often cited for why Japan's working productivity rate is among the lowest in industrialized countries:

1. Long Working Hours
2. Seniority-Based Promotion
3. Lack of Automation
4. Risk-Aversion
5. Communication Style
6. Consensus Decision-Making
7. Limited Workforce Diversity
8. Rigid Labor Laws
9. Overemphasis on Service
10. Aging Population
11. Low Female Workforce Participation
12. Economic Stagnation

Keeping these points in mind, let me share my episode that provides a perspective on these factors.

2013, India: My company, Toyo Eng Corp, was awarded a petrochemical project. To enhance cost competitiveness, engineering and procurement work was conducted in our Indian subsidiary. This concept, using the Indian team as a cost center, had been in place since 2000. Despite being a decade-old approach, the productivity and experience of our Indian team still seemed to lag. This prompted our headquarters to dispatch Japanese engineers to India to ensure quality.

Surprisingly, these Japanese engineers, including myself, worked longer hours than their Indian counterparts. On weekends, particularly Saturdays, only Japanese team members were present in the office, a move aimed at emphasizing our commitment and urging the Indian team to feel the same. Personally, I limited my weekend work to only when it was absolutely necessary.

Another observation was the approach to documentation. With a daily influx of 150-300 emails and documents, the reliance on manual handling was evident, given that AI solutions weren't yet mainstream in 2013. Japanese staff took the lead on this, possibly because of the presence of Japanese-language transmittals. However, I always felt that local staff, when guided properly, could handle such tasks more efficiently.

Fast forward to 2015, Kuala Lumpur, Malaysia: I took on the role of an engineering manager for a large project spanning multiple design centers in Asia. The usual practice of having a couple of Japanese representatives in each affiliate remained unchanged. In this role, I embraced a different approach, one of minimal intervention and respect for local control. This meant a heavy reliance on local teams and their capabilities. While challenges, particularly quality issues, emerged, I stood by my team and provided assistance where needed. This approach, some might view as abandonment, was my way of respecting agreements and trusting local capabilities.

Of course! I'll integrate a statement regarding the connection between Japanese work habits and the perception of lower work productivity rates into the "Reflecting on these experiences" paragraph.

Reflecting on these experiences, it's evident that traditional Japanese work habits, such as long working hours and a high emphasis on dedication, might be misinterpreted or not translate well in international settings. While these practices are rooted in a deep sense of commitment and responsibility, they may inadvertently contribute to the perception of lower productivity rates. When work hours extend without a proportionate increase in output, it can lead to statistical disparities in productivity measures. It's essential for us, the Japanese, to introspect our work habits and culture. There's an inherent belief that hard work will gain the respect of foreigners. This notion, grounded in traditional Japanese ethics, may not resonate with many outside Japan, including the Gen-Z within. Rather than relying solely on emotions, it's imperative to focus on empowerment, clear mission-setting, and providing autonomy.

In closing, I'd like to extend an apology to my colleagues from Toyo. While I presented a critical view of our work dynamics in India, it's essential to recognize the dedication and hard work put forth by each one of you. I'm grateful for the learning and the experiences shared with friends from Japan, India, and Malaysia.

As the world becomes more interconnected, it's these lessons, both challenging and rewarding, that pave the way for a more collaborative future.