2602 GUC Is live

 I stared at a blank "publish" button for longer than I'd like to admit. Not because the website wasn't ready — it had been ready for days — but because clicking it meant the thing I'd been quietly building since I left T&T was no longer a private project. It was now a company other people could find, judge, and, hopefully, call. This week I clicked it. GUC — Growth Unlimited Co. — is officially live at guc-intel.com.

Two posts ago I wrote about why I was leaving. Last week I wrote about the disorienting first week of having no structure at all. This week the structure finally started to take shape, and it took shape around one decision I kept coming back to during every conversation I had this month: GUC will not be a firm that takes projects off your plate. It will be a firm that gets on the plate with you.

That distinction sounds like branding, but it's actually the whole thesis. I spent 25 years watching how expensive external advisory work usually plays out — a PM firm parachutes in, runs the project competently, and parachutes out, taking all the hard-won judgment with them. The client is relieved for eighteen months and then right back where they started, because nothing was transferred. I've been that parachuting expert. I got good at it. And I've decided I don't want to build a company on repeating it.

So GUC's model is deliberately less convenient for me and more useful for the client: work alongside the team, not instead of it, and treat "does the client's own staff walk away better at this" as a real success metric, not a nice-to-have. It's why the services page leads with advisory work embedded inside client teams, and only gets to training and organizational development — strengths-based, in partnership with CBL — once that embedded trust is established. You can't teach an organization to run itself if you're the one running it.

The insight that surprised me, building this out over the past few weeks, is how much that philosophy is really just lean thinking applied to consulting itself. Lean says don't build more process than the work needs. Applied to advisory services, it says don't build more dependency than the client needs either. Every EPC project I ever ran taught me that the healthiest projects are the ones where, by the end, the client barely needs the outside expert anymore. I'm trying to build a business whose success is measured the same way — not by how indispensable I become, but by how quickly I make myself less necessary.

The broader takeaway: if you're building something new, the model you choose says more about your values than your mission statement does. I could have built GUC around maximizing billable hours per client. Instead I built it around minimizing them, deliberately, because that's the version of this work I actually believe in. It's a harder way to run a company. It's also the only way I wanted to run one.

The site is live. The real work — the first client conversations — starts now.

https://www.guc-intel.com/

2601: Chasing the Pulse — Why I Traded Perfection for Passion

There is a particular kind of dissatisfaction that only comes from owning something flawless. For the past few years, I rode a Honda CB1100 — a motorcycle that, by almost every measure, gave me nothing to complain about. The engine was smooth and torquey, the reliability was unshakeable, and the classic styling turned heads at every stop. On paper, it was the ideal machine for someone like me: dependable, refined, and built to last. And yet, something was missing.

The Paradox of Perfection

The CB1100 never let me down — and that, oddly, became the problem. Every ride felt predictable. The engine hummed along with an almost engineered contentment, as if it were quietly reassuring me that everything was under control. There were no edges, no rawness, no moments where the machine surprised me. I began to realize: I was not truly riding the bike. I was simply being transported by it. This feeling reminded me of something I have observed in my professional life as well. Tools and processes that are too polished, too optimized, sometimes remove the very friction that keeps us engaged and learning. Comfort, taken too far, can quietly become complacency.

The Pull of the Twin

The BMW R nineT had been on my radar for some time. A boxer twin — an engine layout that is, in many ways, a deliberate step away from refinement. It vibrates. It pulses. The exhaust note is deep, mechanical, and honest in a way that modern multi-cylinder engines rarely are. What I wanted was not better performance. What I wanted was feeling. The moment I first opened the throttle on the R nineT, I understood the difference. The twin-cylinder pulse travels through the frame, through the handlebars, into your hands. The exhaust sound is not background noise — it is a conversation between you and the machine. Every gear change, every corner, every deceleration feels deliberate and alive.

Choosing Imperfection, Intentionally

This renewal was not a rational upgrade. By many technical metrics, the CB1100 was the superior daily companion. But motorcycling — like many things worth doing — is not purely rational. I think there is a broader lesson in this choice: sometimes we need to step away from the perfect to rediscover our passion. The R nineT demands more from me as a rider. It is less forgiving, more characterful, and requires genuine attention. And because of that, every ride feels like an event rather than a routine. As I approach my 50s, I find myself more drawn to experiences that are textured — rough around the edges, full of character, and genuinely engaging. The smooth and the seamless have their place, but so does the raw and the real. The CB1100 was a great motorcycle. The R nineT makes me feel alive.

2524: The Catalyst for Change—How a Slump Forced My Reskilling in Power BI

 

Hi, my valued followers.

I must sincerely apologize for the silence on this blog since August. After joining a project consulting firm, I haven't had the capacity to innovate my blog regularly. It wasn't just a matter of being busy; in fact, the overwhelming influx of new experiences created a kind of "slump" where I felt I needed to absorb rather than produce. I believe this period of professional realignment is a story best highlighted here.

Today, I want to write about my journey into reskilling, specifically my deep dive into Power BI.

The Old Challenge, The New Solution

I have always been passionate about automated processes using IT tools. Throughout my career—whether as an instrument engineer or a construction supervisor—my constant challenge was to visualize the up-to-date project status on a real-time basis. In the past, I had to rely on complex, command-heavy Excel tables, or even utilize system engineers to develop custom tools using platforms like Microsoft Access.

The frustration was always the same: The tools were too slow, too rigid, and required too much effort to produce a dashboard that truly reflected reality.

Now, tools like Power BI (in MS) and Looker Studio (in Google) are capable of solving these previous challenges. They generate dynamic, real-time dashboards that allow analysis from multiple aspects—the ultimate output for modern project controls.

Embracing the 40%ism of Learning

I started touching Power BI in November on my private basis, relying on YouTube tutorials and textbooks. I must admit, as a traditional user accustomed only to Excel, it has not been easy. It requires a fundamental knowledge of DAX (Data Analysis Expressions), which is an entirely new language.

I am still very much under the learning curve, but I am already confident that this tool is the path to achieving my desirable outputs for project controls.

The lesson here is simple: Year 2025 was a tough year, but the pressure stimulated me to expand my knowledge into new areas. If I were not in my current situation—if I were still relying on my old processes and familiar business tools—I may not have seriously attempted to learn Power BI. The necessity of a high-performance solution forced a much-needed reskilling.

I will write more about my thoughts after turning 50, but the common message remains forever true: We must continuously learn and find new ways to maximize our individual capabilities in life. I am deeply appreciative of my new colleagues and the environment that has pushed me toward this growth.

2523 Respecting Individual Strengths: Reflections on Eiji’s Path to Music and Achievement

 

A proud moment as my son’s band Mecha Bijin wins the Senko Riot Grand Prix — proof that passion and persistence lead to success. 

https://www.tfm.co.jp/lock/riot/

It has been almost a month since I last updated this blog — I was caught up in work and daily matters. Today, however, I want to dedicate this entry to my younger son, Eiji, and share his remarkable milestone.

On August 7th, his music group Mecha Bijin won the Senko Riot Grand Prix, a nationwide music competition for teenagers with more than 3,000 participating bands. To become the champion among such fierce competition is truly an extraordinary accomplishment. Eiji is the drummer of the group, a passion he has pursued since junior high school.

Our two sons have always taken very different paths.

• My elder son, Kansai, graduated from a prestigious preparatory junior high school, studied abroad in India at the age of 17, and is now immersed in liberal arts studies in Akita, living out his ideal student life.

• Eiji, on the other hand, decided early on to become a musician, leaving conventional schooling behind to attend a music academy.

I must admit, there were times when Eiji struggled, especially when comparing himself to his brother’s more traditional achievements. Yet what makes me proud today is not only his award, but the fact that he found his own career path and is realizing his dream on his own terms.

Behind this success lies an incredible amount of effort: countless hours of daily practice (sometimes more than 14 hours), supported by the professional electronic drum set we provided. He even gave up all his anime goods — once his favorite — to dedicate himself fully to drumming. Through his academy, his skills sharpened, his network expanded, and although he was never the most sociable, he never hesitated when it came to pursuing what he loves.

This achievement reaffirms my belief that a person’s true ability and results are maximized when they pursue their own strengths and passions. It may sometimes look like a detour, but respecting one’s unique preferences is, in my view, the surest path to success and happiness.

One regret remains: on that very day, August 7th, I was at my flat in Osaka and could not attend the event in person. Perhaps my biggest blunder of 2025… but even so, my pride in Eiji’s achievement is immeasurable.

2521 Still Exploring My Style as a Consultant

 

It has been six months since I began working as a consultant. I often find myself wondering—am I truly qualified to call myself one?

The term consultant implies someone who provides valuable advice to clients. This advice is often expected to be specific, actionable, and result-oriented. In many cases, the clearer the recommended actions and the more measurable the outcomes, the better.

But what if that’s not my strongest suit?

If the ideal consultant is someone who gives sharp, one-way directions toward a defined result, then maybe I’m not that kind of consultant. I tend to value individual autonomy over issuing rigid instructions. In this blog, I often speak about concepts like effortlessness, reframing, and the power of autonomy—all of which suggest that there is rarely a single "right" way to do things. Instead, there are countless unique paths shaped by individual strengths and perspectives.

For example, I may see the most direct route from A to B. But someone else, using their own strengths, might find it more effective to go from A through C to B. That’s not a mistake—it’s their way, and in many cases, it might even be better.

This belief doesn’t just shape how I work with clients—it also shapes how I manage my team. Whether I’m acting as a consultant or as a manager, I try to create an environment where people can tap into their own capabilities, think for themselves, and discover the most effective approach for them. I don’t want to impose my judgment if there’s room to encourage theirs.

Of course, in real business situations, there isn't always time to explore all the possibilities. When time, budget, and resources are limited, we often default to top-down decision-making. In such cases, a single action must be taken quickly—and sometimes, that's necessary. But whenever time allows, I resist the urge to give one-way advice. I aim to hold space for dialogue and discovery.

So yes, I am still exploring what it means to be a unique and professional consultant. But I know what I aim for: to deliver value and satisfaction to both my clients and my team, by maximizing their individual strengths, not by replacing their judgment with mine.

Maybe that’s not traditional. But maybe that’s exactly the kind of consultant—and manager—I’m meant to be.

2520 “Done Is Better Than Perfect” – Why 70% Is Enough to Start

 

Mark Zuckerberg of Facebook famously said, “Done is better than perfect.”
It’s a powerful mindset shift—especially in Japan, where many young professionals hesitate to share their work unless they feel it’s flawless.

I’ve written about this before, but now that it's June, I feel the need to revisit the idea. Many new employees who joined companies in April are likely struggling with the same issue my team member Kenji recently faced.

The concept is what I call “70%ism.”
In short: Don’t aim for 100% perfection from the beginning. Aim for 70% completeness. Why? Because that’s often good enough to start meaningful discussions, receive feedback, and move forward efficiently. And most importantly, it avoids unnecessary delays caused by chasing perfection.

When experienced professionals prepare a slide deck or a concept note, 70% completeness can often be achieved in 2–3 hours—even for heavy topics. On the other hand, pushing from 70% to 90% or more usually requires double or even triple the time. That extra effort upfront isn’t always justified, especially if the direction might change after feedback.

A few weeks ago, I asked Kenji, a new graduate who joined in April, to explore business ideas outside of our current shisha bar operations. I asked him to summarize a business flow that our IT team could use to begin prototyping a new service.

I expected something rough within a week. But three weeks passed, and nothing came.
Kenji was stuck—he felt he couldn’t present his idea unless it was polished and complete. To him, even producing something 70% done felt like showing 90% of his full effort—and he wasn’t confident enough yet.

So I gave him a new target:
“Forget 70%. Just give me 40%. Spend no more than two hours. Don’t overthink it—just get the idea out.”

He looked a bit embarrassed, but smiled. Two days later, he submitted a few memos and gave a verbal explanation. It wasn’t fancy—but it was clear enough. And our IT staff immediately understood the direction and got started.

If you’re managing new graduates, you might face a similar situation. Perfectionism holds people back—especially when they’re just beginning. For first assignments, I actually recommend aiming for “40%ism.” It encourages early output, builds confidence, and prevents the paralysis that comes from trying to be perfect.

Perfection can wait.
Progress starts with action—even if it's only 40% complete.

2519 Looking Back to Look Forward: A Reflection Inspired by Life Shift

Since relocating to Osaka, my days have been packed with launching a new business in Kyoto, stepping into a new consulting role, and occasionally indulging in my weekend hobby—motorcycling. In the midst of all this, I realized I had stopped making time to read. But this weekend, I reminded myself: without reflection and learning, there is no growth. So I picked a book off my shelf—Life Shift by Lynda Gratton.

This global bestseller had been recommended to me many times, and I now understand why. Among its many insights, one passage in particular struck me like a message written directly to my present self:

"I want to turn time upside down and ask you this question—not how your 20-year-old self would view who you are now, but how your 70-, 80-, or even 100-year-old self would reflect on the decisions you’re making today. Will the choices you're about to make stand up to the judgment of your future self?"

It’s easy—too easy—for us humans to forget why we made certain decisions at pivotal moments in life. I’ve found myself recently, as I have many times before, wondering: Was this the right move? Should I have stayed in my comfortable, stable role instead of choosing change?

This quote brought me back to the decision I made last summer. I knew I could continue in my previous role and enjoy a stable life and well-balanced routine. But I asked myself: What actions must I take now to live the life I want to look back on with pride 20 or 30 years from now?

Life Shift reminded me of that moment, and why I chose the more uncertain path. It wasn’t about immediate comfort—it was about investing in my future self.

Reading this book again became more than just a weekend habit; it became a reaffirmation of my commitment to a multi-stage life. It reminded me that growth isn’t always comfortable, but it’s always worth it when it aligns with your long-term vision.

So here I am, back on track, embracing the shift.

2516: Respecting One’s Will—A Leadership Decision Beyond Performance

In my leadership journey, I’ve come to deeply value people who are genuinely interested in their current roles. Passion often drives performance more than skill alone. I recently faced a situation that reminded me of this truth—one that wasn’t easy, but necessary.

One of our key project members, originally assigned from another region, had been highly praised by our client. His knowledge perfectly matched the project's needs, and there was no doubt in my mind that he could stay until the very end. I was even preparing to recommend him for a higher position.

However, after working with him for a couple of months, I started to notice subtle changes. Although his performance remained stable, something felt off. It was as if he was holding back—he wasn’t fully engaged or performing to the best of his abilities. There was a quiet discomfort in his attitude, a lack of focus that I couldn't ignore.

So, I decided to address it directly in a one-on-one meeting. I told him frankly, "You always seem one step ahead of the team, and at times, it feels like you're detached from us." He denied it, but when I asked if he truly wanted to stay, his answer was telling: “It depends on you. If needed, I can stay.” He eventually admitted that his true desire was to return to his home country.

I explained my core belief—when there's a gap between one’s desires and their assigned role, performance inevitably suffers. I suggested that he demobilize from the project and pursue a path more aligned with his goals. As a professional, he initially resisted. “I can still fulfill the role,” he insisted. But I stood firm. I told him that I respected his capabilities deeply, and for that very reason, I believed he deserved a position where he could thrive with both mind and motivation aligned.

He was surprised—maybe even shaken—by my decision. Yet, he accepted it. Later, he repeatedly confirmed the demobilization schedule and asked me not to change my mind. He confided in others that the decision wasn’t in line with his personal wishes. But I explained once again: career alignment matters more than short-term assignments. When there's a mismatch between role and desire, the result is rarely productive—for the individual or the team.

I reflected on a similar experience I had years ago while working for an EPC contractor. I was assigned to a project I had no passion for. Though I fulfilled my duties, I was unmotivated, uninspired, and far from innovative. It taught me that performance without purpose is a hollow shell. When passion and role align, that’s when people shine.

As I revisit that memory, I’m confident in my decision. I believe that in his home country, doing what he truly wants, he will be more engaged, more innovative, and much more fulfilled.

That is the kind of professional I want to support.

2515: Standing at the Crossroads of Experience and Renewal

I’m 49 years old—part of what’s often referred to in Japan as the “Lost Generation.” We graduated during a time when job opportunities were scarce, in the late '90s to early 2000s. It wasn’t an easy start, and many of us carry that experience with quiet resilience.

Now, as I prepare to enter my 50s, I can no longer ignore the question: How should I approach the second half of my professional and personal life?

We live in what is now called the "100-Year Life" era. The traditional notion of retiring at 60 is becoming outdated. Instead, we should aim to stay active, curious, and engaged for as long as possible. Just a year ago, I declared to my friends and colleagues that I wanted to work until the end of my life. But recently, I’ve found myself taking a step back from that bold statement—not because I’ve lost the will, but because I sometimes wonder if my knowledge and skills are still relevant in today’s business world.

Perhaps I’m standing at the edge of the business frontlines, now occupied by a new generation. Still, being in this position has given me the stimulation to reawaken. I’ve realized that I’m not done yet. My sword is still sharp—I just need to keep learning and stay in shape for the battles ahead.

Our generation is unique. We witnessed the world before and after the digital transformation. When we started working, Windows 95 had just been released, and email over dial-up connections was becoming the norm. We’ve experienced both the analog and digital eras, and that positions us as potential bridges between the legacy work culture and the present.

To everyone from my generation: I want to cheer you on. We’re not obsolete. We can still be essential contributors to the future of business and the economy. Let’s start by learning something new—just a small step. Let’s climb a different hill than the one we’re used to. Our knowledge isn’t outdated; it’s a foundation that can evolve and blend with the new.

The journey isn’t over. In fact, it might just be entering its most meaningful phase.

2514 Breaking Through Bottlenecks: A Lesson in Teamwork and Timing

I recently started my new role at Turner & Townsend. As with any transition, I’ve been thinking carefully about how best to restructure the team. Fortunately, I was prepared for this kind of situation, so it hasn’t been too overwhelming—but I’d be lying if I said it didn’t weigh on my mind.

Right now, I find myself needing to make a lot of decisions to resolve the backlog of pending tasks. One particular task had been sitting unresolved for quite some time. According to my team, it had stalled because no one had the specific expertise needed to move it forward. A staff member was assigned to it anyway, but after two weeks, there was little to no progress. This has become one of my main concerns—not just because the task remains undone, but because I’m unsure whether that person will be able to demonstrate leadership until the right process is firmly in place.

Then came a turning point.

One Friday morning, a new team member, Okada-san, joined me in the office. He’s a scheduling specialist and formerly worked at one of the top three plant engineering companies—just like me. Because of our shared background, we were able to quickly build trust. In Tuckman's model of team development, we moved past the storming phase almost effortlessly and are now in the norming phase, working together smoothly.

That morning, we casually chatted about the pending task. I asked, “Why are we still assigning this to the same person? Shouldn’t we be exploring more suitable candidates within our network?”

Okada-san replied, “Yes, I’ve been thinking the same. I actually know someone who might be a better fit.”

That short conversation was the catalyst. After coordinating with Talent Acquisition, we agreed to begin exploring candidates with more specialized skills. At the same time, I plan to assign the current staff member to a different role—one that better suits their strengths. This creates a win-win outcome for everyone involved.

Reflecting on this, I realized something powerful: if Okada-san hadn’t joined Turner & Townsend, or if we hadn’t happened to be in the office together that morning, the decision might not have happened at all. It was a perfect example of how small coincidences and internal networking can lead to big changes. Often, we think of networking as something external—but internal relationships with colleagues, family, and stakeholders are just as important.

This episode didn’t require any extra paperwork or formal analysis—it simply happened through trust, timing, and conversation. It helped me break through a serious bottleneck in a surprisingly effortless way.

Maybe you’re facing a similar issue. Perhaps this story will inspire you to take that small step—a chat, a question, a moment of reflection. You never know what breakthroughs might be waiting on the other side.

2513: Teal Organizations: Exploring the Next Stage of Organizational Consciousness

 

In Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux, the concept of Teal organizations is introduced, offering a vision of how businesses could evolve in alignment with human consciousness. I’m currently leading a project with colleagues who each bring unique expertise to the table. As I work closely with them in the coming weeks, I’m increasingly impressed by the potential of our team to operate as a Teal organization—one that transcends the traditional "Green" organizational model.

While I won’t delve into the specifics of Laloux’s book in this post (I highly recommend it to my followers), it outlines five evolutionary stages of organizations: Red → Amber → Orange → Green → Teal. These stages represent the increasing sophistication and efficiency of businesses as they evolve.

• Red represents a chaotic, power-driven organization where survival is the main priority.
• Amber is structured and stable, often found in traditional organizations like government offices, which are slow to adapt and change.
• Orange focuses on achieving efficiency and results, typically seen in large, global conglomerates.
• Green prioritizes a values-driven culture and decentralized decision-making.
• Teal represents the pinnacle of human-conscious organizations, where self-management, wholeness, and a sense of evolutionary purpose are embraced.

In my career, aside from my first job, I’ve mostly been part of Orange-type organizations, focused on efficiency and performance metrics. When I first read Laloux’s book during my MBA program three years ago, I was struck by the idea of the Teal organization. It seemed like the ideal organizational model. However, I quickly realized that it’s difficult to apply Teal principles in many business contexts. Teal organizations challenge traditional business KPIs, decision-making processes, and hierarchies. These disruptions can be uncomfortable for individuals who are used to climbing the corporate ladder through patience and perseverance within conventional systems.

Now, working with my new team, many of whom possess unique and distinguished skills, I feel that we have a genuine opportunity to embody the Teal model. It’s an exciting feeling to be part of a team that could truly operate in a self-managing and holistic way. As the director, I recognize my role in fostering a culture of wholeness and self-management within the team. One approach I’m exploring is coaching methods, which I’m still refining to see how they can enhance the team’s motivation and outcomes.

Why am I reflecting on Teal organizations now? During a one-on-one meeting with a colleague last week, he expressed his support for Teal-type organizations, which resonated deeply with me. It sparked a renewed interest in the book and the concepts it presents. While I initially thought of Teal organizations as an ideal for U.S.-based companies, I’m now convinced that it can be applied here in Japan as well. This has become a mission for me within this project: to fully understand and implement the ideas from Reinventing Organizations.

I look forward to continuing this discussion with my colleagues in our next one-on-one meeting. During that conversation, I plan to recommend another book that has influenced my thinking on motivation: Drive: The Surprising Truth About What Motivates Us by Daniel Pink.

2512 Embracing a New Era at Turner & Townsend

 

In February, I embarked on an exciting new chapter in my career by joining Turner & Townsend. This move marks a significant milestone, offering an opportunity to broaden my professional landscape and leverage my extensive experience in project management.

As I navigate my initial phase at the company, I'm eager to share some initial observations and reflections that serve as my starting grid at Turner & Townsend.

Insights from the Field

From my early days here, I've learned that while there's a strong demand for project management functions to drive capital expenditures (CAPEX) in Japan, many companies traditionally manage these initiatives in-house. Despite this, several factors have shaped the current landscape:

1. Historical Decline in CAPEX: Over the last three decades, Japan has seen a decrease in CAPEX opportunities. This downturn is a reflection of broader economic trends and shifts in industrial focus.

2. Reduced Need for Dedicated CAPEX Functions: Due to the prolonged period of minimal capital investment, many companies have scaled back or entirely dissolved their dedicated CAPEX functions and resources.

3. Impact of the "Lost Generation": The economic downturn during the late '90s, particularly from 1997 to 2000, led to reduced hiring. This period coincided with what is often referred to as the "Lost Generation." As a result, there is now a noticeable gap in the capabilities of middle to upper management, predominantly aged between 45 to 55, who missed out on critical early career development opportunities during these challenging years.

Unique Position and Future Outlook

My colleagues have noted that my specialization in plant-based business projects adds a unique dimension to the team at Turner & Townsend. While I might be considered a specialist within a niche area, it's a role that I am both proud of and excited about.

As I continue on this new voyage, I am reminded of Spencer Johnson’s Who Moved My Cheese?—an allegory about change and adaptation. Like the characters in Johnson's book, I am on a quest to find my new "cheese," embracing change and pursuing new opportunities.

2511 The Thunderbaird and the Passing of Time

 

Time is an indispensable part of life, and lately, I’ve been reflecting deeply on how quickly it passes. This thought often takes me to the bustling city of Osaka, where I’m currently living, near Shin-Osaka station. It’s a place I’ve come to know through my daily walks and commutes. One thing that stands out is the Thunderbird Express train—a local service in JR West connecting Osaka to Tsuruga (Toyama Prefecture). Though I’ve never personally ridden it, it reminds me of my elder son, now 22 years old.

When he was young, around 2 or 3 years old, his favorite hobby was playing with his Thunderbird train set. I can still hear him mimicking the sound of the train’s announcement: “Express train Thunderbird, ready for start!” He would repeat this over and over, delighting in the sounds of his imagination. At the time, I was in my early 30s, deeply immersed in my work and traveling overseas almost every month for business. I was hardly at home—maybe 10-20% of the time.

Now, living near Shin-Osaka, I frequently see the Thunderbird stationed at the platform during my walks. I had always known about the train’s service area, but seeing it up close, again and again, has brought a certain sense of regret. I can’t help but think: Why didn’t I take him on the Thunderbird when I had the chance?

The distance between Tokyo and Shin-Osaka is only about 2.5 hours by bullet train. Was it time? Money? Or perhaps my own selfish desire for private time, for golfing, drinking, and other distractions? I regret not seizing that opportunity when I had the chance. I had weekends, I had the time, and yet I failed to share something as simple yet meaningful as a train ride with my son.

This experience, I believe, can resonate with young parents today. It’s a reminder of how time is often discounted in our busy lives. When your child is excited about something, that moment is precious and fleeting. I missed out on that time—time that I can never get back.

But rather than dwell on regret, I’ve decided to do something about it. The next time my son visits me in Osaka, I want to offer him the chance to take a ride on the Thunderbird. Even if he doesn’t remember the exact moments from his childhood, I want him to know that I regret not sharing that experience with him earlier—and I want to make up for it.

I plan to bring up this story over dinner one evening. It may be a simple conversation, but I believe it will be a warm and meaningful one. A chance to share not just the experience of the Thunderbird, but the importance of taking time for the people we love, and learning from the moments we’ve missed.

Time passes quickly, but it’s never too late to make the most of it.

2510 The Importance of Process Autonomy in Store Operations

When I took over the shisha bar last November, one of my key objectives was to establish a structured yet autonomous operational process. My goal was to create a system where tasks were clearly defined, responsibilities were distributed efficiently, and each team member could contribute independently to the store’s success.

Recently, Kenji, who will take on the role of store manager starting this April, brought up a topic that perfectly illustrates the significance of process autonomy. He proposed that housekeeping tasks were not a major concern and that he would handle them himself. While I appreciated his willingness to take responsibility, I suggested that we establish a housekeeping guideline for part-time staff instead. The reason? Because I had noticed that essential areas such as windows, toilets, floors, and air conditioning filters were not being cleaned as frequently as they should be.

Kenji initially questioned why we needed such guidelines when he was willing to manage housekeeping himself. In response, I explained that while these basic tasks do not require advanced skills or knowledge, they are crucial for maintaining a comfortable and welcoming atmosphere. More importantly, these routine responsibilities should not be the store manager’s direct burden but rather a shared responsibility among all team members.

A manager’s time should be invested in higher-value activities that directly contribute to the store’s growth and profitability. By setting up an autonomous housekeeping process, Kenji can shift his focus to strategic tasks—such as improving customer experience, optimizing operations, and driving revenue—rather than constantly monitoring and handling low-value activities himself.

After our discussion, Kenji seemed to understand the rationale behind creating a structured housekeeping guideline. I was pleased to see his openness to the idea and his willingness to adopt a more systematic approach.

Kenji’s growth as a leader excites me. I am increasingly confident that he will develop the ability to build an automated operation where responsibilities are clearly assigned, allowing him to function as a single point of responsibility without micromanaging every aspect of the store. While my initial goal was to cultivate a culture of autonomy among part-time staff, I now believe that with Kenji as a dedicated store manager, our journey toward an efficient and self-sustaining operation will progress even faster than I originally anticipated.

This experience reaffirmed my belief in the power of well-defined processes. When a business prioritizes autonomy and structured workflows, it creates a strong foundation for sustainable growth and operational excellence.

I look forward to seeing Kenji continue to evolve in his role, and I am eager to support him as he works towards building a more efficient and successful store.

2508 : Overcoming Cultural Barriers in Conservative Companies: A Challenge for Transformation

For me, this is a very fotunate position because my customers and my company are publicly listed. These companies are typically conservative, and there’s growing recognition, both internally and externally, that we must embrace change to become more sustainable. As Peter Drucker famously said, "Culture eats strategy for breakfast." This is particularly true for conservative companies, where the culture can often be a significant barrier to innovation.

We evaluate these companies, and the bias stemming from their culture becomes clear. The reluctance to change often stems from a long-standing history of success. These companies, many of which have been around for over 50 years, possess brilliant histories and unique technologies that have helped them remain competitive in the market. However, as times change, there’s a growing need for them to adapt and evolve.

Now, let’s focus on employees. When new employees join a company, how much do they really know about the corporate culture? Fresh graduates may not fully recognize the impact of this culture when they first enter the company, but it’s easy to assume that many of them expect the traditional, conservative business methods because they’re drawn to the stability and legacy these companies offer.

These publicly listed companies may follow a trend in business methods or frameworks, but surprisingly, many people within these organizations don’t fully understand them or aren’t interested in them. Most employees are highly qualified and aware of the necessity of change, but there’s often a gap between recognizing the need for transformation and actively pursuing it.

For companies seeking transformation or aiming to become more innovative, I see hiring practices as a major challenge. Without the right approach, these companies will continue attracting conservative candidates who fit the current image of the company. The key issue is that candidates who could drive transformation may not even be applying, as they might perceive these companies as too traditional or resistant to change.

In this blog, I want to share my thoughts on how conservative corporate cultures and their cultural biases are not just ingrained in the companies themselves but are also reflected in their employees. Overcoming these barriers is essential for any transformation, but it’s a significant challenge that requires concerted effort both from the company’s leadership and the employees themselves. 

2507 Reflections on Quitting Alcohol: A Journey of Discovery

 Since January 2023, I made the decision to quit drinking alcohol. I shared this experience in a previous blog post, where I explained that the decision was driven by my goal of succeeding in exams in March. Initially, I thought I would return to the habit after the exams, but I found that the benefits of staying sober were much greater than I anticipated. So, I chose to continue this path until today.

Two days ago, I had a farewell dinner with my colleagues and staff at Air Liquide. As a gesture of goodwill, they invited me to enjoy my favorite Japanese sake, "剣菱黒松," for the last dinner before I moved on. I drank about 2 Go (approximately 360 mL) over three hours. It had been two years since I last drank at a public dinner, and I thoroughly enjoyed the taste of the sake. I can confidently say that it's my number one favorite.

As I write this blog post two days later, I find myself back at my desk, taking a moment to reflect on the experience. Normally, I would have written this post the day after, but I noticed a lack of motivation. I believe it might be because of the alcohol. During the dinner and the following day, I felt good and wasn’t hungover at all. This is likely due to my strong alcohol and aldehyde enzymes. I even checked my enzyme level, and I was found to have a level 4 as the highest tier of alcohol enzymes.

Despite this, I recognize that my mentality has been somewhat off recently. If I were to describe it metaphorically, I felt like I was afraid to move forward—staying home, unable to think creatively. After 48 hours, I feel like I’m returning to my usual self, resuming my creative flow, reflecting on my business situation in Kyoto, and working on summarizing my private consulting projects.

Looking back on 2024, I realize it has been a year of significant achievements, and I believe quitting alcohol may have played a role in my success. If I had continued drinking, I am not sure I would have accomplished everything I have so far.

At the dinner, I enjoyed the sake, but looking back, I realize that I could have enjoyed it just as much without drinking. Given the impact that alcohol had on my motivation and creativity afterward, I’ve decided that I will not drink again until my professional challenges are over. There is so much more to life than the momentary pleasure of drinking.

I would like to take a moment to express my heartfelt thanks to my colleagues and staff for making this farewell dinner so memorable. Your warmth, support, and thoughtful gestures during this transition mean the world to me. I am deeply grateful for the opportunity to work alongside such an incredible team, and I will carry the memories of our time together with me as I move forward.

2503 Discovering the World of Shisha: A New Chapter in My Business Portfolio

Have you ever heard of shisha, also known as a hookah? While the younger generation might be familiar with it and perhaps have already tried it, many in their 30s and beyond might find it a completely new concept. Until recently, I was one of them.

As someone who quit smoking over 20 years ago, shisha was never on my radar. However, life has a way of bringing new opportunities, and as a business owner now stepping into the world of shisha, I felt it was important to understand and experience it myself. So, back in July, I visited a shisha bar franchise to try it out. To my surprise, I thoroughly enjoyed it—it was both relaxing and fun!

What Makes Shisha Special?

At its core, shisha is more than just flavored smoke; it’s an experience that engages your senses. The aromas of the flavors, which you get to select, create a personalized atmosphere that’s soothing and unique. Whether you prefer fruity, minty, or exotic blends, there’s something for everyone.

But it’s not just about the flavors. Shisha often fosters the same kind of vibrant conversations you might find in a smoking area, where innovative ideas and opinions tend to flow. What’s even better? Shisha is inclusive—it’s perfect for non-drinkers. Unlike social settings that revolve around alcohol, sharing a shisha allows everyone to enjoy fair, relaxed discussions without the effects of drinking.

The Art of Shisha: A Blend of Skill and Flavor

One of the most fascinating aspects of shisha is the art of blending flavors. A true shisha master—or as I like to call them, a “shisha sommelier”—knows the secret to creating the perfect mix from hundreds of flavor options. Their expertise in achieving the ideal balance can transform an ordinary session into an unforgettable sensory journey.

Then there’s the visual appeal. Watching the rich, billowing smoke and experimenting with different techniques adds a playful and meditative element to the experience. It’s both calming and captivating—a chance to pause and unwind in our busy lives.

Why Shisha?

For me, entering the shisha business isn’t just about running a store; it’s about creating a space where people can connect, relax, and discover something new. Shisha is a bridge—between generations, between drinkers and non-drinkers, and between the everyday and the extraordinary.

If you’ve never tried shisha, I encourage you to give it a go. You might just find yourself immersed in a whole new world of flavors, conversations, and relaxation. And if you’re already a fan, I hope to see you at my shisha bar soon, where we’ll strive to craft an experience as unique as each of our customers.

So, what do you think—ready to try something different? Let’s light it up and explore together!

2502 Leadership Missteps: Reflections on Nissan and President Yoon Suk Yeol

 

Nissan has recently announced a significant reduction in its workforce, cutting 9,000 jobs, due to declining revenue forecasts for 2024. Analysts attribute this downturn to strategic missteps by the CEO and COO, including flawed business planning and an unappealing vehicle lineup.

Financial Times

In a parallel development, South Korean President Yoon Suk Yeol declared martial law in an emergency address, citing threats from North Korea and political obstruction by the opposition-led parliament. This drastic measure, executed hastily, was met with widespread protests and parliamentary opposition, leading to its revocation within hours. Commentators now anticipate President Yoon's potential resignation due to the backlash.

The New Yorker

These incidents raise questions about the absence of effective counsel and communication within leadership teams. It appears that both Nissan's executives and President Yoon may have disregarded dissenting opinions, leading to detrimental outcomes.

Nissan, as a leading global automaker, undoubtedly employs talented professionals capable of offering critical insights. Yet, reports suggest that the company failed to meet sales targets and made misguided manufacturing investments. This scenario mirrors the early 2000s, when Nissan underwent restructuring under Carlos Ghosn due to similar issues of pride and oversight.

As a small business entrepreneur, these events prompt self-reflection. Recently, I decided to engage a major marketing firm, Recruit, to address our stagnant social media marketing efforts. This decision was made unilaterally, without consulting my team, due to their limited expertise in this area. While outsourcing aims to allow my team to focus on their strengths, I recognize that top-down decision-making can lead to issues similar to those faced by Nissan and President Yoon.

I now realize the importance of inclusive decision-making and plan to address this in our next meeting or through a regular video message. I intend to apologize for not fostering collaboration and to emphasize the value of team input in our strategic choices.

2501:Reflecting on 2024: A Year of Growth and New Beginnings

As we bid farewell to 2024 and welcome the New Year, I find it essential to reflect on the journey we've undertaken at Shinyo Intelligence. This year has been marked by significant milestones, relentless dedication, and the rekindling of a cherished family legacy.

Establishing Shinyo Intelligence

In January, I took the decisive step to establish Shinyo Intelligence, inspired by my grandfather's company, Shinyo Interia, which closed in the late '90s due to the absence of a successor. His unwavering commitment to his business has been a guiding light, and reviving his legacy has been a profound honor.

First Consulting Engagement

March brought our first consulting order, a testament to the trust clients place in our expertise. This opportunity not only validated our efforts but also set the stage for future growth in the consulting arena.

Acquisition of the Shisha Business

A significant highlight was acquiring a shisha business in Kyoto. This venture has expanded our portfolio and introduced us to a vibrant community. Our shisha café now thrives with seven dedicated Gen-Z staff members whose energy and creativity have been invaluable.

Lessons from a Year of Relentless Pursuit

Operating tirelessly, without weekends, has underscored the importance of resilience and passion in entrepreneurship. This year has been pivotal in building connections and adapting swiftly to new challenges, laying a solid foundation for our future endeavors.

Looking Ahead: Empowerment and Growth

As we step into the New Year, our focus will be on:

• Stabilizing the Shisha Business: We aim to foster an environment that encourages autonomy and innovation among our staff. By empowering them to make decisions and contribute creatively, we believe the business will achieve new heights. Research indicates that employee autonomy can significantly enhance innovation performance.

• Expanding Consulting Expertise: I am committed to enhancing my project management consultancy skills, preparing for the next phase of business expansion. Continuous learning and adaptation are crucial in the ever-evolving consulting landscape.

Gratitude and Forward Momentum

I extend my heartfelt gratitude to our team, clients, and supporters who have been instrumental in our journey. Your belief in Shinyo Intelligence propels us forward. Here's to a New Year filled with promise, growth, and shared success.

Wishing everyone a prosperous and fulfilling New Year.

Warm regards,

Daisuke INUZUKA

CEO, 伸葉インテリジェンス/GUC Growth Unlimited Corp 

2451 Embracing Change and Exploring New Horizons

As I reflect on my career journey, I realize how fortunate I have been to experience multiple facets of the business world. Over the years, I have transitioned through different industries and roles, moving from contractor to vendor, and eventually to end-user organizations. Each of these experiences has offered unique insights, shaped my professional outlook, and reaffirmed one essential truth about myself: I thrive in dynamic, ever-changing environments rather than in routine or ultra-stable business settings.

The Journey Through Different Business Categories

My career began in the contractor category, working for a relatively small and conservative company. At the time, most businesses in Japan operated with a similar conservative mindset, emphasizing stability and tradition. This experience grounded me in the fundamentals of project management and execution.

My second role was also with a contractor, but it differed significantly from the first. It was a publicly traded company with greater stability and access to resources. While the environment was more structured, it still retained the dynamism of a project-driven business, which kept me engaged and motivated.

Seeking better work-life balance, I later transitioned to a vendor organization. It was a major shift—a super-stable company that allowed me to prioritize personal time and family. However, over time, I realized that the stability, while valuable, lacked the excitement and challenges I craved.

Finally, I moved to an end-user company. This role offered the perspective of working directly with operational assets, a unique vantage point that completed my understanding of the business ecosystem.

Understanding My Strengths and Preferences

Having explored these diverse categories, I have come to understand where I fit best. While I value stability and the legacy of established organizations, I am most inspired by dynamic work environments, project-based challenges, and the opportunity to engage with motivated customer stakeholders. Routine operations or asset management roles, while essential, do not align with my personal strengths or professional ambitions.

Looking back, if I were in my 30s, I might not have made the same choices. A stable role in my current company could have provided security until retirement, ensuring a steady income and predictable career path. However, as I’ve grown, so have my aspirations. I now prioritize growth, impact, and new challenges, even if it means stepping into the unknown.

The Next Chapter: Consulting and Entrepreneurship

With this mindset, I have made a significant decision: I will leave my current company by the end of this year to embark on a new journey. This decision is driven by my desire to work in consulting, where I can leverage my expertise in project-based roles, and to dedicate more energy to my private business ventures.

Interestingly, my new role brings me back to the world of contracts—something I last experienced in my second workplace. While consulting is not the same as traditional EPC contracting, it shares the project-driven and dynamic nature that I find energizing.

Starting in 2025, I will be based in the Kansai area, exploring new business opportunities while acting as a director. This role not only aligns with my strengths but also represents a significant step forward—a higher stage where I can make a broader impact and challenge myself further.

Looking Ahead

As I prepare for this transition, I am excited about the opportunities that lie ahead. I look forward to sharing updates about my new role and challenges in the coming year. For now, I will focus on closing this chapter with gratitude and stepping into the next with purpose and enthusiasm.

If you are also considering a career change or exploring new opportunities, I encourage you to reflect on your strengths, passions, and the environments where you thrive. Sometimes, the most rewarding decisions are the ones that take us out of our comfort zones and into uncharted territory.

Stay tuned for updates on my journey—let’s continue to learn and grow together!