凡庸さを習慣としないこと
退屈なマネージャーのことを典型的日本人と揶揄する人を見たことがありませんか。その呼び方は半分しか合っていません。現状を正確に表すには、典型的、というところを凡庸という言葉に置き換えれば良いのです。世界のどこでも言えることですが、日本でも、凡庸さが典型的であるなどということはありません。
NIH症候群
NIH症候群（自社開発主義症候群）は別に日本特有のものではなく、世界中のどこにおいても、妥当と思われる組織の改良や変革に対する消極的な抵抗の中でも最もよく見られるもののひとつです。自社開発主義にこだわる人々は会社のためを思って警告を鳴らしているようなふりをしていますが、実のところは自分個人の利益のためにそうしているにすぎません。
社員を挑発せよ
ビジネスにおいて人々のマインドセットや態度に飛躍的な変化を起こしたいのであれば、彼らを挑発することが一番手っ取り早いやり方です。私がここでいう挑発とは、人々から故意に素直な感情を引き出すことです。うまくやりさえすれば、挑発することには何の問題もありません。気を付けて頂きたいのは、挑発的であることと、挑発者となることを混合しないこと。この二つはまるっきりの別物であり、決して挑発者となってはなりません。
替えの効かない人などいない
どのようなビジネスでも、その成功が主要マネージャーや重役の才能にかかっているということは滅多にありません。ある重役は会社にとって絶対不可欠な存在である、などというのは誤った思い込みに過ぎず、他の社員の能力を見過ごしてしまったり押さえつけてしまったりする原因となっています。次世代リーダーとなるべき社員たちが目の前にいるのに見えていないなどというのは、よくあることです。
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]Change First, Culture Later[:ja]まず変化に取り組んでから、企業文化を見直すこと[:]
[:en]If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.
[:en]Hit the Ground Running[:ja]すぐに全力で取り組むこと[:]
[:en]The only viable path forward for your business during this crisis is innovation. There is no percentage in tentativeness. It is the bold and the innovators who will hit the ground running and succeed when things settle. At a recent CEO roundtable I held in Tokyo, one CEO talked about how he is implementing enclosed spaces in retail facilities across Japan that are meant to accommodate one customer and one sales person at a time. The space is disinfected after each use. Other CEOs who heard this idea realized they could do the same thing in their own businesses, even though the business of each is vastly different from the […]
[:en]Into the Fray in Hanoi[:ja]変革に立ち向かうこと：ハノイでの学び[:]
[:en]There is no percentage in tentativeness. Success in strategic change belongs only to those who step into the fray. My recent visit to Hanoi reminded me of this, and below I explain why.
[:en]Tsukiji, Sayonara[:ja]さようなら、築地[:]
[:en]Saturday, October 6th, marked the end of an eighty-year era as the Tsukiji fish market in Tokyo closes following its final tuna auction. The fish market has been moved to a new site in Toyosu about two kilometers away, and opened on October 11th. Tsukiji is undergoing a dramatic change.
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