５年戦略などには意味がない
No one has a five-year strategy, or even a three-year strategy much less a twenty-year strategic plan. How much do you think Blackberry’s five-year strategy meant the day that Apple announced the iPhone? Business conditions are too unpredictable for most strategic plans to mean anything even beyond six months, and even that might be too long.
社員に起業家精神を持ってもらうには
私のクライアントのあるCEOの方は、社の役員達に「ビジネスにはもっと起業家のようなアプローチをして欲しい」と要望しています。このようなことは他の会社でも見られるようになりました。
責任感とは備わっているものであり、与えられるものではない
A leader can never give anyone ownership of a business initiative or objective. Ownership is always taken, and to take ownership requires the will to do so. A leader can no more give someone ownership than a leader can give someone will.
誰もあなたのことを撃とうとしているわけではない
何年も前のことになりますが、当時自分の力でソフトウェア関連のビジネスを起こそうとしている起業家と話す機会がありました。彼はベトナム戦争時にCIA捜査官として働いていたそうで、ラオスでは多国籍特別部隊と時間を共にしたと言います。
離職率を上げること
Many companies are struggling to find the qualified people they need, so they resort to retaining the people they have whether qualified or not. They fight to eliminate or at least reduce rates of attrition when it is increased attrition that can do the business the most good. Retention of the best is all that matters. Recently, the head of a large business unit of a major international company here in Japan told me that the company’s rate of attrition is of no particular concern to him, even though it is higher than industry average.
人材とは募集するものではなく、引き抜くものである
Don’t recruit. Poach. In a tight labor market, there is no percentage in tentativeness. If there is any time to go on the offense, it is now. I don’t know why recruiting firms call what they do a “search.” Who cares about a search? A search is easy, and often consists of little more than trawling through LinkedIn.
日本問題研究家にはなるべからず
日本の特異さを考えすぎることは実際良くあることで、あなたの将来、キャリアにも影響を及ぼしてしまう可能性もあります。本社の役員たちに日本のユニークさを説明することはお勧めしません。それはディナーパーティーや学生たちとの会話、友人との戦争の思い出話などにはうってつけかもしれませんが、本社役員たちが個人的に日本問題研究に興味がある場合を除き、専門家が扱うべきことです。一般の役員であれば、そのような会話にイラつきを感じ、退屈なものと感じると思います。
あなたの最大の敵は
Businesses can be their own worst enemies when business process supplants business thinking. The CEO of a large industrial American company in Japan told me of difficulties he faces in buying from a division of a large Japanese industrial company, not because of a lack of will to sell on their part, but rather unnecessary and burdensome bureaucratic processes that were designed to meet Japanese government procurement requirements, the division’s primary customer. Quality control processes at the Japanese seller company were impractical and far beyond what the American company required, while lead-times and costs were excessive. Adherence to process, no matter how inappropriate, dominated thinking.
自分の決める戦略
The best military strategists always choose the terrain on which they will do battle, rather than allowing the enemy to choose for them. So, in business, why would you possibly allow others to define the topography of your business environment instead of choosing the topography yourself? Yet, that is often precisely what business people do.
[:en]There is No Japanese Mindset[:ja]日本人特有の考え方などというものはない[:]
[:en]Nationality and national culture are not granular enough to explain behavior. There is no “Japanese mindset.” I have traveled to more than twenty countries, and lived outside my native United States for almost my entire adult life. I speak Japanese and French fluently, and just enough Italian, German, and Mandarin Chinese to get myself into trouble. When I put my mind to it, I can even fake Spanish—and people understand me! I have worked with and known people from all over the world. Yet, I have never known any single person who could be described as typical of the country from which they come, because it is not nationality that […]
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