2448b Reflections on a Month of Transformation: Tuckman’s Theory in Action with Gen-Z

 

As I observe the November sales results, marking the first month since I took over the operation on November 2nd, I find myself reflecting on just how transformative these past 30 days have been. Though it’s only been a month, it feels like much longer—so much has happened in such a short span of time.

In these 30 days, my team and I made significant progress:

1. Redefined the shop’s concept and established its Mission, Vision, and Values (MVV).
2. Finalized job descriptions and hiring contracts.
3. Launched a renovation plan.
4. Conducted a pricing and positioning analysis.
5. Improved flavor inventory management.
6. Introduced an incentive guideline.
7. Streamlined the procurement process.
8. Rebranded the shop from “Home is” to “Zerobase.”
9. Installed an 85-inch display for promotional content.
10. Upgraded technology with a MacBook, ThinkPad, and iPhone renewal for staff use.
11. Registered the shop on Hot Pepper Beauty to enhance customer outreach.

Looking back, I’m astonished at the pace of change and the volume of decisions and actions we undertook in such a short time. While I initiated many of these changes as the owner, they could not have been realized without the commitment and dynamism of my team, all of whom are Gen-Z.

One unique challenge during this period was that I worked remotely from Yokohama between November 7 and 22. Yet, despite this physical distance, the energy and momentum from my team never wavered. This experience highlighted the power of teamwork, particularly when viewed through the lens of Tuckman’s theory of group development.

Tuckman’s Theory: A Real-Time Experience

Tuckman’s theory, which outlines the stages of forming, storming, norming, and performing, felt vividly real during these 30 days. This is especially true when working with Gen-Z, whose candid and straightforward nature brings these phases to life in a way that is both raw and refreshing.

Forming Stage:
When I first took over, there was noticeable tension and uncertainty among the staff. Many had doubts about the new direction and were unsure if I truly understood their challenges or shared their vision. Their expressions and behavior revealed a mix of apprehension and hope, as though they were searching for clarity in a foggy future.

Storming Stage:
From November 2 to around November 15, we experienced a storming phase. During this time, there were small but critical conflicts among the team as they adjusted to new processes, expectations, and my leadership style. This period wasn’t easy for anyone, but it served as a crucible for growth.

I later learned that the team held an internal meeting following an incident on November 15. Although I wasn’t involved in the details, some suggestions and feedback were shared with the CTO, who openly acknowledged that he had learned valuable lessons from the staff’s input. His honesty and humility deeply impressed me. To show my appreciation, I invited him for a night out at a traditional Japanese noodle shop, where we discussed our learnings and the team’s journey so far.

Norming Stage:
By November 25, there was a noticeable shift. The team’s communication became warm, collaborative, and dynamic. What had once been a group of individuals unsure of their roles was now a cohesive team with shared goals. The transformation was palpable, and the energy was inspiring.

Performing Stage:
As we approach the end of November, I can see the team moving into the performing stage. They’ve begun to take ownership of their roles, confidently sharing ideas, and implementing improvements. The shop has started to run smoothly, with each member contributing to its success.

The Power of Working with Gen-Z

One of the reasons I value working with Gen-Z is their straightforwardness and transparency. Unlike more experienced professionals who might filter their feedback or act with guarded professionalism, Gen-Z team members express their opinions openly, allowing me to address issues head-on. Their honesty not only accelerates problem-solving but also fosters a culture of trust and mutual respect.

This month has been an indispensable learning experience for me. Witnessing Tuckman’s theory unfold in real-time with a team of Gen-Z professionals has deepened my appreciation for their adaptability, creativity, and potential. It has also reinforced my belief in the importance of patience, humility, and creating an environment where everyone feels heard and valued.

As I look to the future, I’m excited to see how this team continues to grow and thrive. If the past 30 days are any indication, the journey ahead will be nothing short of extraordinary.

2447 The Last Responsible Moment: From Hesitation to Action"

 

Last weekend, I visited Kyoto to meet the core members of a shisha bar that requires restructuring. Initially, I hesitated, considering the travel costs and time—over $200 for a round trip by train. I carefully analyzed whether the visit was essential at that moment or if it could be delayed. In the end, I decided to go, but not by bullet train. Instead, I chose to ride my motorcycle.

This decision led to some interesting insights. First, the ride to Kyoto, over 400 km one way, took 4.5 hours, with no traffic jams along the way. It is no boubt, I found it more enjoyable than taking the train. Although I was tired, the journey was manageable, and it allowed me to reflect.

The real highlight of the trip, however, was the conversation with the core staff. Both of them work part-time at the shisha bar while juggling multiple jobs elsewhere. As members of Gen-Z, I was amazed by their sincerity, intelligence, and their observations of the current state of the business. They offered thoughtful improvement ideas, which sparked a lot of hope for the future of the business.

Before this visit, I had been trying to tackle the turnaround plan on my own, turning over ideas repeatedly. But after casually chatting with them and hearing their perspectives, a flood of potential actions came to mind—like a spring of ideas. I couldn’t help but think how different things would have been if I had decided not to visit that day. Had I stayed home, I might have remained stuck, overthinking with little progress.

This experience reinforced for me the power of the Last Responsible Moment. The concept is often viewed negatively—as though it encourages us to delay decisions for as long as possible until we have no choice but to act. But what I realized is that to truly maximize this notion, we must actively pivot, gather information, and stay connected with key stakeholders. Otherwise, we risk missing out on crucial insights.

The Last Responsible Moment isn’t about passively waiting. It’s about ensuring you have the right data and perspectives before making a critical decision. By doing so, it becomes a powerful approach—one that can lead to more informed and effective outcomes.

2446:Micro Improvements Lead to Innovation: A Reflection on Design

 

Though I have never worked in the design industry, I’ve come to appreciate that good design, whether in products or processes, is about distillation—eliminating the unnecessary to highlight the essential. At its core, a well-designed object or system should be intuitive and functional, serving its purpose in the simplest way possible.

This principle of stripping down to essentials reminds me of an evolutionary metaphor: our tail. Humans, unlike monkeys, no longer have visible tails. Why? Because over time, the tail ceased to be necessary for human survival. Its primary functions—balancing on branches or aiding in tree climbing—became irrelevant as we evolved. Nature, in its own way, “designed out” the tail. In industries, similar evolutions take place. Technologies that once seemed indispensable slowly become obsolete, replaced by more efficient solutions.

Take, for example, the evolution of car antennas. Until the 1980s, most cars featured steel, expandable antennas. Today, such designs are virtually extinct, a relic of a bygone era, much like a Galapagos species that has failed to adapt. Similarly, early laptops relied on the SCSI interface for connectivity—an essential tool in the early Windows era. Now, it’s been replaced by the more versatile USB-A, and even that is being phased out for USB-C, which may soon become the new standard.

But design isn’t just about physical products. It applies to our work environments and lifestyles as well. Refining our processes and removing unnecessary elements in how we live and work can be just as important as designing tangible objects. As someone advocating for an effortless, cross-border working style, I see the need to continuously refine and "design" my approach, removing inefficiencies and focusing on what truly matters.

One of the pioneers of this way of thinking is David Kelley, founder of IDEO, whom I first encountered during my MBA studies. At the time, his ideas resonated with me, but it’s only now that I fully grasp their significance. Design thinking, as Kelley framed it, isn’t about large leaps—it’s about micro-improvements that accumulate over time to create something innovative. Every small refinement, every bit of unnecessary complexity removed, brings us closer to a more effortless and efficient way of doing things.

As I continue to learn and evolve, I realize that the journey of understanding design is endless. There will always be room for improvement, and that’s the beauty of it. Our work, our lives, and our innovations will forever be shaped by the small, incremental changes that, when added together, make a world of difference.

2445b Act Now: How Time Discounting Boosts Business Performance and an Effortless Life

As we kick off this new operation, I want to highlight a concept that could be a game-changer for each of you: the Time Discount Rate. This principle, which I explored in my earlier blog (2301: Time Discount Rate: A Simple Theory for an Effortless Life), isn’t just an economic theory—it’s a powerful approach to living and working that saves effort and drives success. It’s about taking action when the “temperature” is just right to minimize wasted effort and maximize outcomes.

A Reminder from Daily Life: Cleaning a Hot Pan

In the January blog, I shared a simple example: imagine you’ve just finished cooking and have a pan still warm. Clean it now, and it takes minimal effort. Leave it for hours, and you’ll have a stubborn mess that needs hot water, soap, or even abrasive scrubbers—possibly damaging the pan’s surface.

This small, relatable act demonstrates the time discount rate in action. Acting promptly saves both time and effort and preserves the quality of what you’re working with. It’s a reminder that delays often increase the cost—sometimes more than we anticipate.

Applying Time Discounting in Our New Operation: Act Before the “Warmth” Fades

Now, think about our current project. We've discussed investments and restructuring plans to move forward, and the green light is on. Yet, even with clear approval, some actions are still taking a week or more to begin. Imagine if, instead, we approached this like eating a pizza while it’s still warm—it’s a much better experience when enjoyed at its peak.

Every day that passes without action is an opportunity missed, and it makes future tasks potentially more complex or costly. When you delay, you often have to recheck conditions or get back into the mindset you had when initially planning. Over time, this adds up, affecting efficiency and outcomes.

Real-Life Benefits of Time Discounting

A practical example: I made the decision to meet each of you well before officially signing the contracts, which gave me a head start in understanding your strengths, abilities, and personalities. This early action let me witness your high IQ and EQ in action, confirming my belief that each of you can handle these responsibilities exceptionally. Had I waited, I might only have known you briefly before starting. By applying the time discount rate, I made a significant investment of my own time early on, and I already see it paying off in our collaboration.

Why This Matters for Gen-Z Leaders and High Performers

The time discount rate might seem simple, but it’s one of the most effective tools for achieving effortless success. By recognizing that early actions prevent future complications, you’re setting yourself up for smoother, more satisfying outcomes. In a fast-paced business environment, acting promptly can be the difference between lagging behind and leading the way.

Here’s the takeaway: approach tasks as if you’re catching them while they’re still “warm.” Don’t wait for conditions to cool off, which only makes things harder down the line. Embrace time discounting not just as a strategy, but as a way of thinking that can improve both work and life.

In this project and beyond, let’s keep the warmth, act promptly, and ensure we’re moving forward efficiently. I know each of you has the intelligence, capability, and insight to turn this into an advantage. Embrace the time discount approach—it might be the key to not only meeting our goals but enjoying the journey as we go.

2444: Turning Lemons into Lemonade – Rethinking Revolution in Business

We’ve all heard the saying: “When life gives you lemons, make lemonade.” It’s a simple phrase, but one that holds profound wisdom—especially in the world of business. It reminds us that even when faced with setbacks or challenges, there is always an opportunity to turn things around. Recently, as I’ve been reading 進化思考 (Evolution Thinking) by Eisuke Tachikawa, I’ve begun to see this idea in a new light.

The Power of Revolutionary Thinking

One of the core messages in 進化思考 is that revolutionary thinking often comes from unexpected places—failures, mistakes, and even oversights. These moments, which many people try to avoid, are often the very triggers for innovation and progress.

Historically, some of the greatest breakthroughs came not from initial success, but from moments when things went wrong. The key is in how you respond. Instead of viewing these situations as dead ends, revolutionary thinkers see them as pivots—a chance to change course and find new opportunities.

Pivoting as a Strategy for Success

In business, we often hear the term “pivot” used when companies need to change direction, usually after encountering a roadblock. But pivoting isn’t about abandoning your goals—it’s about finding new paths to achieve them. It’s about risk management and keeping your options open, even when things don’t go as planned.

Think of a pivot as a vital part of an opportunity portfolio—it’s your hedge against the uncertainties that naturally come with any venture. In fact, without taking risks, without putting yourself out there and trying new things, you’re essentially eliminating the possibility of innovation. No trial, no chance.

Most of us are naturally hesitant to take those risks, worried that we’ll waste time or effort if things don’t work out. This is often due to the two types of thinking we use: System 1 (our fast, intuitive decision-making process) and System 2 (our slower, more logical analysis). Both have their merits, but both can also blind us to opportunities, especially when we’re afraid of failure. Revolutionary thinking, on the other hand, encourages us to embrace those failures, learn from them, and pivot when necessary.

Innovation Through Adversity

One of the most important lessons I’ve learned in business is that setbacks are not the end—they are often the beginning of something new. When faced with a difficult situation, it’s important to ask: How can I turn this into an opportunity?

Whether it’s a product that didn’t perform as expected, a strategy that didn’t deliver the desired results, or a partnership that fell through, each of these moments is a lemon. But with the right mindset and a willingness to rethink, they can become lemonade.

As Tachikawa emphasizes, innovation doesn’t always come from following a straight path. Often, it’s the detours and disruptions that lead us to something truly groundbreaking. Revolutionary thinking is about being prepared for those moments and finding the courage to pivot when necessary.

Conclusion: Embracing the Lemonade Mindset

Turning lemons into lemonade isn’t just a clever phrase—it’s a mindset that can transform the way we approach challenges in business and life. It’s about being adaptable, learning from mistakes, and embracing the pivots that lead to new opportunities.

Revolutionary thinking teaches us that every failure contains the seeds of success. The key is to look at setbacks not as endings, but as beginnings. So, the next time life hands you a lemon, ask yourself: How can I turn this into lemonade?

2443: Rethinking Evolution and Sustainable Development Goals

 I’ve recently started reading 進化思考 (Evolution Thinking) by Eisuke Tachikawa. Although I’m still in the early stages, the prologue alone has sparked deep reflections about evolution and its connection to our present world. Tachikawa emphasizes a simple yet profound point: everything that exists today—whether living beings or human-made objects—has survived or been crafted through the process of evolution. Species, tools, infrastructure, even intangible systems, are outcomes of adaptation and change. They continue to exist because they have succeeded in meeting the needs of the present. Conversely, things that disappear or become obsolete do so because they’re no longer necessary or relevant.

This idea applies not only to living organisms but also to the designed world around us. Consider a chair, a train system, or the layout of a city. All of these evolve over time based on feedback, needs, and purpose. Designers don’t work in isolation—they respond to how people use these creations, constantly improving and refining. Evolution never stops. When something stops evolving, it essentially denies the very concept of evolution.

This brings me to a question I’ve been grappling with: how does this principle of evolution align with the Sustainable Development Goals (SDGs)? The SDGs aim to sustain and improve our current quality of life on a global scale. At first glance, this seems like a noble and necessary mission, especially given the many technological advances and comforts of modern living. But is our current situation truly the best we can aspire to?

Let’s take the example of energy. Right now, the focus is on transitioning to sustainable energy sources to support ongoing economic growth. But what if we could develop entirely new, non-hydrocarbon-based power sources that are vastly superior? Would the goals of sustaining today’s systems still be relevant, or would they need to evolve alongside our capabilities?

What strikes me as odd is that many discussions around the SDGs seem backward-looking. They seek to preserve what we have rather than explore what we could become. It’s as though we’re afraid to question whether our current trajectory is the most optimal one. In doing so, we may be limiting our potential to adapt and evolve in ways we can’t yet foresee.

Evolution, both biological and technological, thrives on change, adaptation, and experimentation. While the SDGs aim to create stability, we need to be mindful of the risk of stagnation. If we’re truly committed to long-term sustainability, we should also be willing to embrace the unknown and foster the conditions for future evolution. It’s not just about sustaining life as it is, but nurturing the conditions for it to evolve into something better.

In this way, evolution thinking can assist us in re-examining the SDGs, not as static objectives but as dynamic, evolving goals. We must allow room for humanity—and our technologies—to continue evolving in ways that might challenge our current understanding of sustainability.

2442:Bridging the Generation Gap: Planning with Gen-Z in the Uncertain Future

As we navigate the complexities of the modern workplace, understanding and integrating Gen-Z’s perspectives into project management is increasingly crucial. This generation, which values speed, flexibility, and innovation, brings a fresh approach that challenges traditional methodologies like the PDCA (Plan-Do-Check-Act) cycle. Unlike the structured, sequential nature of PDCA, Gen-Z professionals often seek methodologies that allow for rapid iteration and immediate results, reflecting a broader shift in workplace expectations and processes.

Research indicates that Gen-Z values autonomy, digital fluency, and social responsibility—traits that influence their professional behaviors and expectations from organizational leadership (Twenge, J.M., & Campbell, S.M., 2018). To bridge the generational gap, it is essential to adapt our leadership styles and planning processes to accommodate these preferences.

Adopting servant leadership is particularly effective with Gen-Z. This approach focuses on empowering and uplifting team members rather than merely directing them. Scholarly research supports that servant leadership positively impacts job satisfaction and organizational commitment, especially among younger employees who value supportive and ethical work environments (Greenleaf, R.K., 2002).

In planning for future uncertainties, providing clear, actionable advice without imposing rigid methodologies is crucial. By presenting a variety of options and encouraging Gen-Z professionals to explore these within their frameworks, leaders can foster a sense of ownership and initiative. This not only aligns with Gen-Z’s desire for autonomy but also ensures that planning remains flexible enough to adapt to rapid changes and unexpected challenges.

As we look to the future, embracing these inclusive and flexible approaches will be key to harnessing the full potential of our diverse teams. By integrating Gen-Z’s insights and preferences into our project management strategies, we create more robust frameworks that are better equipped to handle the dynamic demands of the modern business environment.

And just a little reminder for those of us who aim to empower the next generation: avoid becoming a long-winded philosopher with endless options. Sometimes, less is more!

2441 Remote Work vs. In-Person: The Small Stones of Communication

 

Since joining my current company, which is originally based in France, I've been working remotely in Tokyo. Most of our team is located in the Kansai region, so this arrangement offers me the flexibility to balance work and family life. Being a foreign company, we have flexible working hours, which has been a huge benefit for me. It has significantly reduced my daily commute, allowing me to contribute more at home—whether it’s preparing a bath, cleaning, or handling other tasks that my spouse has been doing for the past 20 years.

Despite working remotely, I visit the Kansai office a couple of days each month. While these visits are often scheduled for specific tasks, I find that their real value lies in the in-person communication with my team. We usually communicate virtually, but nothing compares to face-to-face interaction. In yesterday’s Cross Border Link (CBL) session, a simple yet profound analogy was introduced:

「靴の中の小石」
"When there’s a small stone in your shoe, you can’t jump, run, or move freely. Once you take off the shoe and remove the stone, you realize how tiny it was, yet for the person wearing the shoe, that little stone becomes a big problem."

This analogy perfectly illustrates why in-person communication is essential for problem-solving. Often, the bottlenecks we face are small, like that little stone, but they can feel overwhelming, and people hesitate to address them. When I was in Kansai for just two days, we made significant progress on a number of issues, all thanks to real, spontaneous conversations that wouldn’t have been as effective virtually. I always wonder if I should spend more time in the Kansai office, even on an extended basis, to maintain these crucial touchpoints. After a discussion with my supervisor today, we agreed that regular visits will help keep communication flowing.

We have countless tools for virtual meetings—Zoom, Webex, Google Meet—but they still fall short when it comes to replicating live interaction. Could the Metaverse be the solution? I haven’t tried Apple’s Vision Pro yet, but maybe technology like this will one day bridge the gap between virtual and real-world communication. Perhaps the era of no business trips is just around the corner.

2440 "The Middle Manager’s Dilemma: To Lead or Be Led by AI?"

 

Yesterday marked the first day of the Cross Border Link (CBL) Week event, and the agenda was “Supporting Middle Managers in Business” through the lens of “Organization” and “Job Crafting.” The session highlighted the growing challenges faced by middle managers—a role that has become increasingly unpopular in recent years.

Interestingly, many employees today are hesitant to step into middle management positions, a stark contrast to the baby boomer generation, where climbing the corporate ladder was seen as a prestigious career milestone. For some companies, promotion to middle management was almost automatic, like stepping into an elevator that would take you to the next level.

But why is this role losing its appeal among newer generations?

Middle management often involves less decision-making power, yet it demands leadership skills, the responsibility of meeting KPIs, and managing the expectations of both senior executives and team members. This can leave middle managers feeling "sandwiched" between the C-suite and staff, burdened with expectations but lacking the authority to make impactful decisions.

Do organizations still need middle managers?

In my opinion, the future might see a diminished need for traditional middle management roles. AI and advanced IT solutions are increasingly capable of handling many of the tasks that middle managers typically perform. Much like how platform businesses have eliminated the need for mid-level traders, AI can provide accurate answers and insights based on vast amounts of data, often more efficiently than a human manager could.

Even in project management—a field in which I specialize—AI and IT could potentially take over, especially in traditional waterfall projects. These technologies might soon be better at tracking processes and adhering to plans than a human project manager.

However, if you're on the cusp of being promoted to a management position, I still encourage you to take the leap.

Why? Because stepping into management will give you the unique opportunity to see firsthand how IT and AI are reshaping the role. You’ll be in a position to manage these technologies, rather than simply playing under them. On the other hand, if you decline the promotion, you might find yourself perpetually in a subordinate role to these systems. Is that a situation you'd be comfortable with?

In the short term, middle management may not seem like the most attractive option.

We're in a transitional phase where management styles are evolving towards a more IT and AI-oriented approach. Additionally, you might currently have a manager who isn't particularly effective, which can add to the frustration. But remember, you have the potential to do better—and to shape the future of management in this changing landscape.

2439 Insights from Obon: Time Discount Rate and Effortless Efficiency

 

As we enter the Obon holiday week in Japan—a time when we prepare for the festival of souls—it's a season that allows us to pause and reflect. Obon, traditionally celebrated in early August (and sometimes in late July), is when the souls of our ancestors are believed to return to our world. Amidst this reflective season, I found myself contemplating a powerful concept related to time management and efficiency, inspired by the book Move Fast and Fix Things by Frances Frei and Anne Morriss.

In one of the chapters, the authors present an interesting scenario that illustrates the importance of understanding the time discount rate and the concept of working effortlessly. Imagine you’re standing in line at Starbucks. There are three people ahead of you, and it takes the barista two minutes to process each order, including payment. If you calculate the wait time based on the number of people and the processing time per person, you end up with a total of eight minutes. Mathematically, it looks like this:

Total wait time = Number of ongoing tasks (WIP) × Processing time

Most of us instinctively try to reduce the processing time by pushing ourselves or our teams to work faster. However, as the book suggests, a more effective approach might be to reduce the number of ongoing tasks—essentially, to streamline our workload. This approach is often overlooked but can lead to significant improvements in efficiency.

The authors apply what's known as "Little’s Law" to demonstrate this. By reducing half of the ongoing tasks, the organization in the example was able to accelerate progress significantly. The key takeaway here is that instead of working harder, we should focus on working smarter by managing the workload more effectively.

For example, when trying to respond to emails more quickly, instead of just typing faster, it’s more effective to regularly clear out your inbox and reduce the number of pending tasks. This isn’t about working harder; it’s about working more efficiently.

This principle ties closely to the concept of the time discount rate—a measure of how people value time and tasks. I have a staff member who often loses productivity because he doesn’t manage his time effectively. He tends to focus on the wrong tasks, which leads to missed opportunities—a classic example of a reverse approach to the time discount rate. I plan to share this book with him, as hearing this perspective from a respected source might inspire a change in his approach.

During this Obon season, as we honor our ancestors and reflect on our lives, it's a perfect time to consider how we manage our tasks and time. By understanding and applying concepts like the time discount rate and streamlining our workload, we can achieve more with less effort, leading to greater success and satisfaction.

2438 Culture vs. Strategy: Lessons from the Trenches

Peter Drucker, the renowned management thinker, famously stated, "Culture eats strategy for breakfast." For those of us who have worked in traditional, large-scale industrial firms, this statement often rings all too true. But what does it mean for those trying to implement change within such entrenched organizations?

When a company has a long history of success, its culture becomes deeply ingrained. This can make introducing new strategies challenging, especially when these strategies require confronting uncomfortable truths—like inefficiencies related to cost and time. It's easy to feel disheartened when these barriers seem insurmountable, and when leadership appears to overlook the root causes or seek out alternative explanations instead.

In my own career, I’ve encountered these cultural barriers in every company I’ve worked for. The frustration and resulting sense of hopelessness were significant factors in my decisions to change jobs. I understand firsthand how difficult it can be to stay motivated when you feel like you’re up against an unmovable force. But I’ve also learned that these barriers, while formidable, can be overcome.

Through patience, persistence, and a bit of courage, you can navigate these challenges. It’s about fostering an environment where open dialogue is encouraged and where there’s a willingness to adapt, even if the culture has been resistant to change in the past. Cultural shifts are not easy, but they are possible. And they start with recognizing that the very culture that brought past successes doesn’t have to dictate the future.

For those who are feeling discouraged or losing motivation, I want to offer this reminder: you are not alone in facing these challenges. The path forward may be difficult, but it is not impossible. The cultural barriers you’re encountering can be overcome. By staying patient, remaining persistent, and summoning the courage to act, you can help steer your organization toward a future where culture and strategy work together in harmony.

In conclusion, while Drucker’s words remind us of the power of culture, they also offer a beacon of hope. Don’t let the weight of a company’s past successes diminish your motivation. Instead, use it as a foundation to build a future where both culture and strategy can thrive.

2437 The Lifelong Learning Journey: Why Reskilling is Crucial for Business Professionals

 

In 2021, I made the decision to pursue an MBA while concurrently working at Yokogawa. It was a challenging time, balancing work demands with the rigorous study schedule, not to mention the financial investment that came from my own pocket. However, the decision to embark on this journey was fueled by my desire to prepare for a startup business, particularly to enhance my accounting knowledge and to measure my skills against classmates who were highly motivated and deeply committed to their careers.

The MBA Experience: Beyond Knowledge and Techniques

When I initially enrolled in the MBA program, my primary goal was to gain practical knowledge and skills that I could directly apply to my entrepreneurial ambitions. However, what I found during and after the program was a wealth of unforeseen outcomes and skill sets that have had a profound impact on my career.

1. Soft Skills Development: The MBA provided me with not only technical knowledge but also a foundation in essential business attitudes and soft skills. I learned about leadership, communication, ethics, and modern organizational structures like the teal organization. These elements are crucial in shaping a well-rounded business professional.

2. A Broader Perspective: Before my MBA, I often found myself worried and inclined towards micro-management, albeit in a somewhat sloppy manner. However, the program taught me to be more composed and understanding of the complexities inherent in business situations. I realized that not every issue can be immediately grasped, and sometimes, what appears to be a problem is simply a result of information asymmetry—a topic I discussed in a recent blog post.

The Need for Recurrent Learning in Japan

Despite Japan's status as an industrialized nation, it ranks poorly in terms of learning after graduation. According to the OECD's Education at a Glance 2023 report, Japan lags behind other OECD countries in adult education and lifelong learning participation. This reflects a concerning trend where many Japanese workers do not engage in further education or reskilling, which is critical for adapting to the rapidly changing job market​ (Education GPS).

This low engagement in lifelong learning can be a significant barrier to maintaining competitiveness in a globalized economy, where continuous skill development is increasingly necessary. As I prepare to speak at the Cross Border Link event on September 2, my goal is to inspire my fellow delegates to embrace lifelong learning. Reskilling and upskilling are not just optional—they are critical for staying relevant and thriving in today’s business landscape.

Conclusion: Be a Lifelong Learner

The MBA was a turning point in my career, not just because of the knowledge I gained, but because of the personal growth it facilitated. I urge all professionals to consider recurrent learning opportunities, whether through formal education, workshops, or self-directed study. The investment in your education is an investment in your future.

2434 Modern Project Management: Centralizing and Localizing for Efficiency and Humanity

 

In today's rapidly evolving world, the landscape of project management is undergoing a significant transformation. This shift is characterized by a focus on centralizing certain project activities while localizing and emphasizing the human aspects of project management. By leveraging IT and AI, we can streamline routine tasks, allowing project managers to concentrate on what truly matters: stakeholder engagement and team building.

Centralization for Efficiency

I am currently centralizing various project routing activities within our back-office team. This centralization targets tasks that require hard skills, such as scheduling, resource allocation, and progress tracking. By doing so, we free up project managers to focus on the more nuanced aspects of their roles, such as fostering collaboration and building strong teams.

The Role of Technology

Modern project management tools, particularly those that are agile-oriented and browser-based, have revolutionized how we approach the ten principles of project management. These tools can effectively handle seven out of ten knowledge areas, including:

1. Scope Management
2. Time Management
3. Cost Management
4. Communications Management
5. Risk Management
6. Procurement Management
7. Human Resource Management

The three remaining areas—Integration Management, Stakeholder Management, and Quality Management—still require a significant human touch. However, even in these areas, technology can assist by providing valuable data and insights, enabling project managers to make more informed decisions.

From Human to IT

I am a strong advocate for transitioning from human-driven to IT-driven project management. This transformation not only enhances efficiency but also reduces the immense pressure on project managers who traditionally had to monitor and control every aspect of a project around the clock. With the aid of modern tools, these professionals can now focus on strategic and interpersonal tasks, ultimately leading to better project outcomes.

Challenges and Resistance

Despite the clear benefits, the journey towards this new model of project management is not without its challenges. Resistance to change, status quo bias, and fear of losing one's position are common obstacles. As someone who champions globalization and centralization, I understand the complexities of overcoming these barriers. However, I firmly believe that embracing these changes is crucial for the future of project management.

In conclusion, modern project management is about striking a balance between centralizing routine tasks and localizing human-centric activities. By harnessing the power of IT and AI, we can create a more efficient and humane approach to managing projects, ultimately leading to better results and more satisfied teams.