[:en]Who’s Eating Your Lunch?[:ja]この瞬間にもシェアを奪い取られてはいないか[:]
[:en] I can often sell my clients’ businesses better than they can sell themselves. Some have little sense of the magnitude of strategic value they are capable of providing their customers, whereas others have sales staff who rarely communicate such value, much less understand it. As a result, they undercharge their customers or otherwise find themselves merely pushing product to low-level buyers.
Eschew the Putative Best People 「最高の人材」など存在しない
Your company should not have mass appeal as a great place to work, if it is exceptional people you want to attract.
[:en]Ignore The Competition[:ja]競争相手は無視すること[:]
[:en]Focusing on what the competition is doing in considering your own strategy tacitly enables your competitors to force you to compete on their terms. For breakthrough strategy, forget about the competition.
[:en]Sense, Not Sensitivity[:ja]文化に敏感になることではなく、文化センスメイキングが大切[:]
[:en]The greatest impediment to success in international business is cultural sensitivity. Yes, that’s right. Now take a moment to vent your outrage if you need to, and bear with me. It is not cultural sensitivity but rather cultural sense-making that you want, and these are not the same thing. Don’t get me wrong. I am no xenophobe. It is good to make yourself an expert in a foreign language or another country’s culture. However, there is a difference between using your expertise to adapt to the culture around you, as opposed to changing it.
[:en]Japan’s Generous Paternity Leave[:ja]日本の育児休暇の実態[:]
[:en]When a new father asks for paternity leave, a manager can become defensive, even though paternity leave as stipulated by Japanese government regulation is one of the most generous in the world, with up to a year’s leave if desired. Government regulation has achieved nothing in terms of healthy work style behaviors because regulation is not the root cause of excesses. Whether excessive overtime or forgoing paternity leave, the root cause is never because of government regulation or company policy. The root cause is always a deficit of leadership capability.
[:en]Fire Your Distributor and Thrive[:ja]小売店をクビにすることでビジネスを伸ばす[:]
[:en]A number of CEOs hesitate to go direct even though their distributor relationships have outlived their value. However, there is absolutely no reason to avoid bypassing your distributor no matter what you may have been told.
[:en]2018 Predictions [:ja]２０１８年を予測する[:]
[:en]I love making predictions, so here is my list of ten predictions for 2018.
[:en]Market Entry Manifesto[:ja]日本市場参入について[:]
[:en]Last week, a reporter from The Telegraph in the UK contacted me for my views on the challenges of market entry in Japan. My market entry manifesto is below:
[:en]Identify Cause. Never Presume. [:ja]大切なのは原因を突き止めること。仮定はすべからず。[:]
[:en] The CEO of a well-known US company in Japan contacted me recently to ask whether I thought flatter organizational structures are better than more hierarchical ones. He learned that vital information from the ranks was not getting to him fast enough and thought that a flatter structure might resolve the problem. He was, in fact, asking the wrong question, because his question presumes cause is organizational structure, whereas it might not be.
[:en]Conversation with Barilla Japan CEO [:ja]バリラジャパンCEOアントニー・ストリアネーゼから学んだこと[:]
[:en]I conducted an onstage conversation with Barilla Japan CEO, Antony Strianese. Here are my takeaways.
Japanese 
English