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 

2452 Challenging Efficiency in a Globalized World: A Reflection on Company Programs and Autonomy

 

This year, my company introduced a series of programs aimed at streamlining time and cost efficiency. The premise was simple: identify one common, practical action that could make a tangible impact—whether reducing meeting times or declining non-essential invitations for those without decision-making roles.

I participated with genuine intent, applying structured frameworks to identify essential actions. My team worked diligently, producing a shortlist, and eventually, we agreed on one key action. At the time, I felt confident that this initiative would drive business efficiencies, enhance our work environment, and ultimately contribute to profitability. I still believe that programs like these can be powerful drivers of success.

However, after several weeks of reflection, I began to have doubts. The core question on my mind: Is such a program always applicable to large-scale organizations, particularly those with portfolios exceeding €30 billion? My company, with over 100 years of history, holds a strong, traditional portfolio. Yet, as a conglomerate, we also operate in new and diverse industries. I began to wonder whether the chosen action was perfectly aligned with the needs of our legacy portfolio but less suitable for the emerging ones.

This uncertainty sparked a deeper concern: could the program inadvertently overlook the risks of globalization—a topic I previously explored in my blogs Vol. 2401 and 2402, which delved into the dangers of totalitarianism within globalized frameworks?

For example, one team decided on the action: "No regular meetings." While the intention might have been to eliminate unnecessary meetings, I see a potential issue. For teams following a lean startup model, regular meetings (such as Scrum or cadence meetings) are vital for maintaining communication and creating structured touchpoints. If replaced by only ad hoc meetings, these teams may lose coherence, resulting in less maturity and, ultimately, diminished productivity.

In my earlier blogs, I discussed the risks of globalization. I encourage readers to revisit them, as I believe these risks remain relevant in today’s corporate world. While globalized operations are one of my professional strengths, I am also a staunch advocate for individuality and autonomy. Striking the right balance between global systems and personal freedom is a challenge I continuously wrestle with, and it remains my ultimate agenda.

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!

2450:Transforming a Shisha Café – From Lemon to Lemonade

 

There’s something deeply universal about the phrase, “When life gives you lemons, make lemonade.” It embodies resilience, optimism, and a mindset that can transform even the toughest situations into opportunities. But this concept isn’t just an inspiring mantra—it’s a practical philosophy for business and life.

I find myself drawing on this wisdom as I help lead a turnaround for a shisha café. On paper, it’s a solid business idea: a café near a major national university, only five minutes from the station, in a town filled with students. And yet, the business has been in the red for quite some time. This situation feels like a classic “lemon.” But I truly believe that with the right approach, this lemon can be transformed into refreshing lemonade.

The Lemon: Recognizing the Challenge

What makes this shisha café a lemon? At first glance, it may seem like a case of poor circumstances or bad timing. But the real issue lies deeper—it’s about aligning potential with the right vision. In business, as in life, a challenge often presents itself when the pieces don’t quite fit together.

It’s easy to get stuck in the mindset of seeing only the problems: the location isn’t perfect, the foot traffic is low, the target audience isn’t fully engaged. These are the "lemons" that we often focus on—the sour, bitter aspects of a situation that make us question whether it’s worth the effort. But these "lemons" also hold within them the seeds of possibility. The true power lies in how we perceive them.

Making Lemonade: The Power of Rethinking

To turn a lemon into lemonade, you must first embrace the challenge. It’s about seeing beyond the surface-level problems and tapping into what could be. This is where revolutionary thinking comes into play—a concept I’ve been exploring through 進化思考 (Evolution Thinking) by Eisuke Tachikawa. The core idea is that innovation is born from rethinking what is already in front of you.

In the case of the shisha café, the lemonade isn’t just about fixing what’s broken—it’s about transforming the entire experience. Revolutionary thinking invites us to ask: What if we stopped viewing this café as just a café? What if we started to see it as a gathering place for the local community, a hub of student life, or even a cultural experience?

This shift in thinking, this reimagining of what the business could be, is what turns lemons into lemonade. It’s about rethinking the essence of the situation and finding a new way to tap into its potential. The café doesn’t need to be a carbon copy of successful businesses in other areas—it needs to become something unique, something that resonates with the people who pass through its doors.

The Essence of Lemonade: Turning Setbacks into Strengths

At the heart of the lemonade concept is the idea that setbacks can become strengths. What we initially see as a disadvantage—whether it’s the location, the target market, or the current financial struggle—can actually become the foundation for something innovative.

One of the key lessons from 進化思考 is that evolution and growth often come from adversity. It’s in the moments when things aren’t working that we are forced to think differently, to pivot, and to find new solutions. Innovation is the lemonade that comes from squeezing the lemon of adversity.

For the shisha café, the current struggles aren’t simply obstacles to overcome—they are opportunities to rethink what the business can be. Perhaps the very challenges that seem to be holding it back are what will push it forward. The proximity to a university, while initially seen as a challenge, could actually be its greatest asset. It’s not about changing the location or moving elsewhere—it’s about changing the way we think about that location and finding new ways to engage the people nearby.

Lemonade Is a Mindset

Turning lemons into lemonade isn’t just a strategy—it’s a mindset. It requires seeing challenges as opportunities, setbacks as moments to innovate, and problems as the raw materials for success. This mindset shifts your focus from what’s going wrong to what could go right. It allows you to embrace the full potential of every situation, no matter how difficult or discouraging it may seem.

In business, this mindset is invaluable. It gives you the resilience to keep going when things aren’t working, the creativity to find new solutions, and the optimism to believe that even the most difficult situations can be transformed.

For the shisha café, this mindset is what will allow us to transform the business. We’re not just fixing problems—we’re creating a new vision, a new way of thinking, and ultimately, a new way of operating. The lemonade isn’t just a sweet drink made from sour lemons—it’s the result of revolutionary thinking, persistence, and a commitment to finding success even in the face of adversity.

Conclusion: Turning Lemons into Lemonade in Business

In every business, there will be lemons—challenges, setbacks, and moments of doubt. But it’s in these moments that we have the greatest opportunity for transformation. By rethinking the situation, embracing the challenges, and turning adversity into innovation, we can turn even the sourest of lemons into the sweetest of lemonade.

For me, the shisha café is more than just a business turnaround project—it’s a reminder that with the right mindset, anything is possible. When life gives you lemons, don’t just settle for making lemonade—use it as an opportunity to create something entirely new.

2449:Why Kyoto Reminds Me of Silicon Valley: A New Era of Innovation

As I’ve started visiting Kyoto more frequently for a recent business collaboration, I can’t help but notice an incredible energy here—one that reminds me of Silicon Valley. Kyoto may be famous for its history and temples, but there’s a vibrant, forward-thinking community that’s making waves in the modern business world.

One aspect that stands out is the large number of young, talented students working alongside their studies. My collaborator here employs many part-time workers from three of Japan's top universities—Kyoto University, Doshisha University, and Ritsumeikan University. These institutions have a reputation for producing high-caliber students, and I've seen firsthand that their knowledge, skills, and attitude towards innovation are exceptional.

Many of these students have gained real-world experience through internships and hands-on projects. They’re not just studying; they’re actively working in fields like programming, software development, and tech innovation. Their approach to learning is dynamic, with many balancing their academic pursuits with practical work, reflecting a dedication to growth and experimentation.

Recently, my son Kansai reached out with a request for a sustainable business partner to help develop software for smart rings. Living in Akita, he was struggling to find someone with the necessary tech expertise. However, during a visit to my partner’s café, I remembered a student from Kyoto University who had a side business in tech development. Within minutes of reaching out, he was on board, ready to collaborate. The speed and ease of this connection brought to mind the rapid, lean start-up culture of Silicon Valley. Here in Kyoto, talent is readily accessible, and partnerships form quickly, driving innovation from idea to outcome in record time.

If it weren’t for my time in Kyoto, I might never have realized this unique blend of heritage and modern innovation. The opportunity to collaborate with such passionate, skilled individuals has been inspiring, and I’m excited about what we’re building together. This city has so much potential, and I look forward to sharing more insights from these collaborations in future posts.

Stay tuned for updates on our journey!

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.