優秀な人材のみ雇用すること
You want to retain just the best in your organization. Why? Retention, per se, is no business objective. It is retaining the best that counts, even in the tightest of labor markets.
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.
[:en]Return on Human Intelligence[:ja]人間の能力から得られるもの[:]
[:en]Artificial intelligence and expert systems in business can increase organizational capability, but at the same time, despite hype and promise, they are no silver bullet and can also dumb your organization down.
[:en]The Acumen of Gender Diversity[:ja]ジェンダー・ダイバーシティーについての洞察[:]
[:en] Most global companies outside of Japan have targets for increasing numbers of women employees, particularly in management. And even in Japan where women are often given short shrift, more global companies now have such targets as well. However, the leaders of the most successful companies I know achieve their objective by doing things right that have nothing to do with women at all, and their businesses and all staff, both men and women, are better off as a result. If you are the leader of a business in Japan or anywhere else, whether your business is subject to diversity targets or not, below is what I advise.
[:en]Incentive Pay Doesn’t Work[:ja]インセンティブに効果はない[:]
[:en]If I offered you more money for results, would you change anything that you are doing now? I have asked this very question to numerous successful CEOs, and invariably the answer is no. I suspect yours is as well.
[:en]Work Less and Boost Productivity[:ja]勤務時間を減らして生産性を上げる[:]
[:en]If you want to increase productivity in your business, work less not more. A division of Microsoft Japan reduced the work week from five days to four, closing the office Fridays for everyone, and found productivity jumped forty percent! Yes, that’s right. Microsoft in Japan—not Microsoft in the United States or elsewhere. If Microsoft Japan can boost productivity in this way, so can you in your business.
[:en]Practices That Accelerate Leadership Success[:ja]リーダーシップの成功を加速させるための習慣[:]
[:en]Below are my list of the top twenty-one practices that accelerate your success as a leader based on the most successful business leaders I know.
[:en]Throw Your Lot in[:ja]誰の側に立つか[:]
[:en]On the morning of March 11, 2011, I picked out a tie, checked myself in the mirror, and then left the house to go to Tokyo without knowing that I would never again leave that house the same way. It was only hours later that the massive 3/11 earthquake struck Japan and its deadly tsunami ensued.
[:en]Strategy? Forget All You Know![:ja]戦略についての従来の常識を忘れること[:]
[:en] Below are seven pieces of advice I give to business leaders based on the most successful strategy practices I know. Whenever I discuss these in an open forum, there is always pushback from at least a few people, particularly in Japan. Some people are even offended! That’s OK. If I am doing my job correctly, at least some people should be made to feel uncomfortable.
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