270 Loïc Pecondon-Lacroix, President and Country Holding Officer (CHO) of ABB Japan

“Listening is easy; listening intently is leadership.” “In Japan, trust isn’t a KPI — it’s earned through presence, patience, and predictable behaviour.” “Leaders here must be gatekeepers of governance and ambassadors for people, culture, and brand.” “Don’t copy-paste playbooks; calibrate the boss, context, and cadence.” “Win hearts first, then heads — only then will ideas and decisions truly flow.” Loïc Pecondon-Lacroix is President and Country Holding Officer (CHO) of ABB Japan, responsible for governance, compliance, and the enabling infrastructure that keeps ABB’s Japan entities operating within law, regulation, and internal policy. A French national educated primarily in sales, he built his career as a business controller and CFO across local, regional, and global roles, developing a reputation for process discipline and decision support. Before ABB, he spent a decade in the automotive sector, including senior roles at German powerhouse Mahle, where he moved between France, Germany, China, and Japan. His first Japan posting was as a general manager in the automotive industry; his second brought him back to Tokyo, where — after his spouse’s executive opportunity catalysed the move — he was recruited in-market by ABB directly into the CHO role.  What makes leadership in Japan unique? Japan is a high-context, consensus-first environment. Leaders must prioritise nemawashi before ringi-sho, invest in psychological safety, and value presence over performative activity. Engagement is not a survey score but an accumulation of trust signalled by consistent behaviour, calibrated communication, and respect for cadence and etiquette. Decision intelligence here blends informal alignment with formal governance so progress sticks rather than bounces.  Why do global executives struggle? Many arrive with “fix it fast” mandates, underestimate uncertainty avoidance, and over-rely on imported playbooks. They communicate problems upward without solutions and fail to “manage the boss” — i.e., calibrate global expectations to local timeframes. Skipping nemawashi, they trigger resistance, burn political capital, and misread engagement metrics that don’t map neatly across cultures.  Is Japan truly risk-averse? It’s less risk-averse than uncertainty-averse. Leaders can reduce uncertainty with clearer problem framing, milestones, and prototypes, thereby enabling motion without violating safety and quality norms. The practical move is to de-risk through staged decisions, transparent governance, and strong internal controls — an approach especially congruent with ABB’s integrity and compliance culture.  What leadership style actually works? Begin with humility and intense listening, then coach. Win hearts before heads, model the behaviours you seek, and make middle managers masters of feedback and retention. Use direct channels (town halls, internal social platforms) to complement cascades. Choose battles, protect cadence, and be explicit about “why this, why now.” Influence beats authority in matrix settings; patience beats bravado.  How can technology help? Internal communities and collaboration platforms create lateral flow so ideas don’t stall under middle-management “concrete.” Analytics can enrich decision intelligence by signalling hotspots in retention and development. In ABB’s domain, digital twins and automation are metaphors for leadership too: simulate options, align stakeholders, then execute with control plans that keep quality and compliance intact.  Does language proficiency matter? Fluency helps but isn’t decisive. Context literacy — reading air, watching body language, knowing relationship histories — often yields more truth than words alone. Leaders can operate in English while respecting Japanese protocols, provided they invest in nemawashi, maintain constancy, and avoid breaking trust with premature declarations or unilateral moves.  What’s the ultimate leadership lesson? “Win hearts, then heads.” Authenticity tempered with empathy, disciplined listening, and careful boss-calibration turns culture from obstacle to engine. When people feel safe and seen, they move — applying for stretch roles, sharing ideas, and compounding organisational capability over long cycles.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

  Flowers are a stage — design is the performance. Affordable mistakes beat catastrophic caution. Build leaders from the bench you already have. A shop window can be a growth engine. Hands-on founders create hands-on cultures.   Danish-born floral designer Nicolai Bergmann built his brand in Tokyo by treating the shopfront as a “stage,” inspiring customers with ready-made designs. After moving to Japan in the late ’90s, a high-visibility boutique and department-store partnership launched the “Nicolai Bergmann” name, later expanded with a Minami-Aoyama flagship featuring a café, gallery, and atelier. He popularized the signature fresh flower box, grew the team to ~250 by developing leaders from the floor and adding specialists, and runs on a philosophy of bold but “affordable” experiments—learning fast without risking the whole platform. What makes leadership in Japan unique? Japan’s leadership landscape values craftsmanship, visible commitment, and community. A founder who works the market at dawn and serves customers on the shop floor embodies credibility. Beyond hierarchy, leaders earn trust through nemawashi—quiet alignment-building before decisions—and by signalling stability through continuity of people and place. Shopfronts, department-store counters and hotel lobbies are not just sales channels; they are social proof engines where consistency, aesthetics and service fuse into leadership currency. Why do global executives struggle? Executives arriving with playbooks optimised for speed and centralisation can stall amid Japan’s consensus rhythms. Ringi-sho processes and stakeholder mapping feel slow until leaders learn to use the process to clarify value and de-risk execution. Underinvesting in the “stage”—the customer-visible experience—and overinvesting in back-office abstraction also hurts; in Japan, persuasion is tactile. People want to see, touch and feel the idea before they sign off. Is Japan truly risk-averse? It’s more accurate to say Japan practices uncertainty avoidance. Bergmann’s career shows that bold moves are welcome when the downside is capped: trial pop-ups before full leases, host-funded fit-outs, and prototypes that can be iterated. The mantra is “affordable mistakes”—push hard, but don’t blow up the platform. Decision intelligence here means structuring experiments so they teach fast without triggering existential losses. What leadership style actually works? Hands-on, craft-credible and steadily developmental. Leaders who model standards on the floor, grow managers from within, and supplement with targeted specialists (e.g., seasoned CFOs) see durable results. Clear stages—flagship, gallery, high-traffic counters—act as internal academies where juniors learn by doing. Consistency of presence from the top creates momentum that SOPs alone cannot. How can technology help? Digital twins of store layouts and merchandising flows help prototype seasonal displays before fit-out; simple decision dashboards clarify which experiments are “affordable.” Lightweight collaboration tools support nemawashi across shops, while CRM nudges seasonal outreach. None of this replaces the stage; it amplifies it—turning tacit craft into shareable playbooks without diluting design. Does language proficiency matter? Yes, but craft fluency and cultural curiosity travel far. Bergmann advanced by showing value on the counter and at installs while improving Japanese over time. A leader who demonstrates respect, learns the tempo, and leverages bilingual lieutenants can navigate ringi, win consensus, and keep teams inspired—even before perfect fluency lands. What’s the ultimate leadership lesson? Treat every customer-facing surface as a stage; build leaders from the people who already care; and structure your boldness so you never risk the platform. Hands-on credibility + consensus craftsmanship = compounding trust.

  Timeless luxury thrives on trust, not transactions. In Japan, “walk the talk” converts respect into results. Prepare for 90, execute the final 10 flawlessly. Curiosity first; conclusions later. Empathy is the shortcut to nemawashi.   Born in Geneva, Switzerland — the same city where Piaget began — Alexis Perroton started his career at TAG Heuer. At 24, he accepted a “Japan or nothing” posting and arrived without language skills or prior affinity for the country. The culture shock was immediate, but he refused to quit, immersed himself in the language, and built fluency as he learned retail from the shop floor. After four years, he moved to Richemont’s Finance Planning & Analysis team supporting watch maisons and later Cartier, partnering closely with marketing on product performance dashboards. That collaboration paved the way to a leadership shift: he became Head of Jewellery for Cartier Japan during a pivotal rebuilding phase marked by new management, optimism, and local creative freedom. To broaden his scope and network, Perroton relocated to Cartier’s head office in Geneva, working with the executive committee and coordinating commercial activities across Asia at the height of China’s expansion. He subsequently led marketing and communications across 12 diverse markets in Southeast Asia from Singapore, then moved to Hong Kong in 2015 to oversee Hong Kong & Macau — the largest subsidiary at the time — through a demanding, resource-rich growth period. Recruited to Piaget by a former Cartier colleague tasked with revitalising the maison, Perroton returned to Japan eight years ago to lead Piaget Japan. Since then, he and his team have delivered strong results across triumphs and setbacks, emphasising client relationships, boutique excellence, and disciplined execution. Across roles in Switzerland, Japan, Singapore, Hong Kong, and back to Japan, his career reflects 18 cumulative years in Japan, a deep commitment to on-the-floor leadership, and the conviction that respect, transparency, and consistency (“walk the talk”) generate trust and performance. Alexis Perroton’s leadership philosophy is forged from the boutique floor up. He insists luxury is about emotion and human connection, and that leaders must be visible, useful, and humble where the relationship actually forms: in-store. Early in Japan, unable to speak or read the language, he nearly left. Instead, he doubled down, learned Japanese, and used that experience to shape a style that blends Swiss discipline with Japanese trust-building. Over time he moved through finance, marketing, and general management across Asia, all while honing empathy and executional rigour. Perroton learned that Japanese engagement cannot be read through global dashboards alone. Survey scores trend conservative, but comments are nuanced and often positive; a “5/10” may signify a customer’s desire to keep a brand exclusive rather than dissatisfaction. He rejects international league tables that flatten culture, preferring to mine qualitative feedback and then close the loop visibly so staff see action, not surveys for surveys’ sake. This is classic nemawashi: patiently build consensus and psychological safety before decisions are formalised (ringi-sho), and communicate the “why,” the frame, and the plan. He is equally clear-eyed on empowerment. Large brainstorming sessions seldom unlock the quiet voices; one-to-one breakfasts and small-group conversations do. He schedules weekly “what I did/what I’m doing” forums so every voice exercises agency. Then he provides structure — owners, milestones, expectations — so ideas survive the off-site and turn into operational work. He understands Japan’s “prepare 90, execute 10” rhythm and harnesses it: meticulous rehearsal (including speeches scripted phonetically in romaji) ensures flawless client experiences. On technology, he is pragmatic. Luxury e-commerce remains smaller in Japan; clients value brick-and-mortar intimacy, trusted advice, and post-purchase care. Technology supports, but cannot replace, that theatre. Decision intelligence for leaders here means translating data into empathetic action: role-plays at morning chokurei, field coaching, and feedback cadences that respect uncertainty avoidance while still inviting challenge. Language proficiency matters because it collapses distance. Speaking directly with clients at dinners and events, or packing event crates with staff after hours, signals “same boat” solidarity that no town hall can replicate. It also short-circuits the “expat for three years and gone” scepticism. Resilience, for Perroton, comes from perspective: sleep resets the day; reframe the negative until a constructive path appears. In a market where wealth skews older and relationships are compounding assets, his approach fuses empathy, preparation, and presence — the quiet mechanics of trust that make luxury feel effortless. What makes leadership in Japan unique? Leaders succeed by investing disproportionate energy in trust and preparation. Nemawashi precedes decisions; ringi-sho codifies them; consensus safeguards execution. Staff and clients value “walk the talk” — the leader who shows up at events on weekends, role-plays in morning huddles, and can serve a client in Japanese. Preparation (90) before execution (10) yields the “flawless” client moment. Why do global executives struggle? They over-index on global benchmarks and underweight context. Japanese engagement and NPS scales are conservative; comments carry the gold. Translation nuance matters. Without patient listening, one-to-one conversations, and follow-through, ideas die in the gap between off-site enthusiasm and Monday reality. Is Japan truly risk-averse? Japan is uncertainty-averse more than risk-averse. Teams will pursue bold goals once leaders reduce ambiguity: clarify intent, sequence, owners, and safeguards. Meticulous rehearsal de-risks the last 10 percent. Leaders who frame decisions with transparent dashboards and narratives convert caution into commitment. What leadership style actually works? Respect, transparency, and consistency. Be reachable, empathetic, and specific. Set frames (who/what/when), then empower execution. Build psychological safety in small groups; invite challenge privately if needed. Model shared labour — from packing crates to greeting clients — to accelerate trust and speed up nemawashi. How can technology help? Use technology to enhance, not replace, human theatre. Digital twins of service journeys and decision intelligence dashboards can surface bottlenecks, skill gaps, and best practices. But luxury clients in Japan still choose boutiques for trust, tactility, and tailored advice. Tech should augment coaching (e.g., role-play libraries, analytics), not automate empathy. Does language proficiency matter? Yes — it compresses distance and signals respect. Direct Japanese conversations enable richer feedback loops with staff and clients, reduce reliance on filters, and quicken consensus. Even partial fluency, used consistently, advances trust faster than polished slides. What’s the ultimate leadership lesson? Curiosity before conclusions. Listen wide, close the loop visibly, and “walk the talk.” In Japan, leaders who pair empathy with structure turn consensus from a delay into a multiplier, sustaining performance through crises and growth cycles alike. Timecoded Summary [00:00] Geneva to Ginza: Perroton recounts growing up in Switzerland, joining TAG Heuer, and taking a “Japan or nothing” assignment at 24. Early months are brutally hard — no language, cultural isolation — but he refuses to quit, learns Japanese, and discovers the client-facing heartbeat of luxury. [05:20] From FP&A to jewellery: At Richemont he partners with marketing on analytics, then becomes Head of Jewellery for Cartier Japan during a renewal period with new management and local freedom. The move proves that cross-functional fluency (finance + marketing) accelerates leadership range. [12:45] Head office vantage: In Geneva, he coordinates Asian markets as China scales rapidly, building an ex-co network and regional perspective. The exposure to different uncertainty profiles and market maturities seeds his later playbook on framing and consensus. [18:30] Southeast Asia tour: From Singapore, he oversees 12 heterogeneous markets — mature (Singapore), emergent (Vietnam), culturally complex (Indonesia), Anglo-Saxon (Australia). A small, tight team learns to tailor playbooks without losing brand coherence. [23:40] Hong Kong & Macau (2015): He leads the largest subsidiary pre-COVID, where resourcing and pressure are equally high. He calibrates “prepare 90, execute 10” at scale, learning that big markets demand both autonomy and disciplined alignment. [28:10] Piaget Japan: Recruited amid a brand rebuild, he returns to Japan. Eight years deliver wins and setbacks, but the throughline is presence: weekends at events, dinners with clients, and coaching on the floor. He schedules boutique time, blocks calendars, and adapts to two time zones daily. [34:15] Engagement optics: He critiques comparing Japan’s NPS/engagement to other countries. Scores are conservative; comments reveal loyalty and exclusivity impulses. The fix: translation nuance, qualitative mining, action plans, and visible follow-through — nemawashi in practice. [40:00] Empowerment engine: Weekly “feedback” meetings make speaking up routine. Small breakfasts surface quieter voices. He supplies frames (owners, timelines) so ideas outlive off-sites. Role-play during chokurei institutionalises learning despite dispersed retail schedules. [45:35] Digital vs. human: E-commerce is smaller in Japan’s luxury; clients prioritise tactile experiences and trusted advisors. Technology should serve decision intelligence and coaching, not attempt to automate empathy. [49:50] Resilience & habits: He writes everything down, rehearses speeches in romaji, takes thinking breaks, and resets daily — reframing negatives until a constructive path emerges. The ultimate lesson: curiosity, empathy, structure, and “walk the talk.” Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

“Anything that stretches you and makes you grow is never easy.” “In general, to gain trust, the three things that work are humility, curiosity, and authenticity.” “In Japan, you have to move from busy to productive, and from productive to impactful.” “As a leader, you must trust others to be your voice, your interpreter, and your proofreader.” “First and foremost, put your hand up—there’s too much hesitation and self-censoring.” Dr. Laura Bonamici is the Global Head of Marketing at Fujitsu, based in Tokyo, Japan. Her career has spanned multiple industries and geographies, from consumer goods and luxury fashion to technology, each stage demanding adaptability and reinvention. Previously she was a Communications Specialist, Embedded PR; Commodity Operations Program Manager, Goldman Sachs; Investment Banking Division, Goldman Sachs; Corporate Marketing Assistant, Drake International-Learning Technologies.  She has a Ph.D. from Royal Holloway University of London; and B.A from Universita degli Studi di Firenze. She has built her reputation on her ability to lead transformation across cultures, guiding teams through periods of uncertainty and change. In Japan, she has been tasked directly by Fujitsu’s CEO with spearheading marketing transformation, a mandate that challenges her to balance global speed with the local consensus-driven style of decision-making. Fluent in several languages and deeply committed to cultural immersion, Laura has become known for blending precision with creativity, humility with authority, and long-term commitment with immediate impact. She champions diversity, particularly encouraging women to take leadership roles and pursue international assignments, believing that exposure to different cultures is essential for confidence and perspective. Today, she continues to refine her leadership approach in Japan’s uniquely complex business environment, guided by authenticity, curiosity, and respect for cultural nuance. Leadership, for Dr. Laura Bonamici, is a process of constant growth, challenge, and adaptation. As Global Head of Marketing at Fujitsu, she has learned that leadership in Japan is unlike anywhere else in the world: demanding patience, cultural sensitivity, and an unwavering commitment to authenticity. Upon her arrival in Tokyo, she was tasked by the CEO with driving transformation. Yet, she quickly discovered that while international markets often prize speed and disruption, Japan’s consensus-driven decision-making process values nemawashi (informal groundwork), ringi-sho (formal approval circulation), and a deliberate pace. Rather than imposing a foreign model, Laura chose to respect the cultural norms while still pushing for meaningful change. This balancing act has required resilience and an appreciation that transformation cannot be rushed. Trust lies at the heart of her leadership. As a non-Japanese executive, she is acutely aware of perceptions that foreigners may not stay long. To counter this, she invests time in one-on-one interactions, symbolic gestures like delivering speeches in Japanese, and consistent demonstrations of long-term commitment. These actions, while small, become essential trust-building measures that gradually shift perceptions. Laura’s leadership style is built on humility, curiosity, and authenticity. She believes in asking questions, even in a culture where questioning may be uncomfortable, framing them in ways that show genuine interest rather than criticism. She uses tools such as workshops, Post-it brainstorming, and agile methodologies to encourage open participation and psychological safety. For her, leadership is not about imposing a style but about weaving together the best aspects of Japanese precision, international innovation, and Fujitsu’s own corporate culture. She also emphasises the need to move from being “busy” to truly “impactful.” By deliberately carving out time in her calendar for reflection and creativity, she models the behaviours she wants her team to adopt. This philosophy resonates strongly in Japan, where overwork is common but does not always translate to high impact. For women, she acknowledges both the barriers and the opportunities in Japan. She urges female leaders to “put their hand up” rather than self-censor, and advocates for international assignments to build resilience and global perspective. With Fujitsu’s goal of 30% female leadership, she sees systemic change as gradual but achievable through consistent encouragement and role modelling. Ultimately, Laura likens leadership to salt: essential when used wisely, overwhelming when misapplied. Her approach, grounded in authenticity and cultural respect, is a reminder that leadership is both an art and a discipline, particularly in the nuanced environment of Japan. What makes leadership in Japan unique? Leadership in Japan is shaped by consensus-driven decision-making and cultural expectations of humility and harmony. Unlike markets that prioritise speed, Japan values nemawashi and ringi-sho, where alignment is painstakingly built. For Laura, leadership here requires balancing international urgency with local patience. Why do global executives struggle? Executives often arrive expecting to implement rapid change, only to find progress feels slow. They underestimate the importance of trust and long-term commitment. As Laura highlights, without demonstrating persistence and cultural respect, leaders may be dismissed as transient. Is Japan truly risk-averse? Rather than being risk-averse, Laura believes Japan exhibits high uncertainty avoidance. Transformation is not rejected but must be managed through careful consensus-building. She frames this as a shift from rushing decisions to ensuring impact, which aligns with decision intelligence principles. What leadership style actually works? Authenticity, humility, and curiosity are key. Asking questions, even when uncomfortable, models openness and encourages dialogue. Laura avoids imposing a singular “foreign” leadership style, instead blending the strengths of Japanese precision, international innovation, and Fujitsu’s own values. How can technology help? Laura leverages agile methodologies, workshops, and digital collaboration tools to break down silos and create psychological safety. She believes technology, such as digital twins and agile design frameworks, enables experimentation without fear, helping bridge the gap between speed and consensus. Does language proficiency matter? Yes, both symbolically and practically. Delivering speeches in Japanese signals respect and commitment. It also reduces the reliance on interpreters, though Laura emphasises trusting interpreters and proofreaders as extensions of leadership. What’s the ultimate leadership lesson? Leadership, like salt, must be applied with balance. Too much control overwhelms; too little leaves teams directionless. Laura’s ultimate lesson is that leadership is about fostering trust, modelling authenticity, and creating the conditions for impact rather than imposing authority. [00:00] Dr. Laura Bonamici introduces her leadership philosophy, stressing that anything that stretches and challenges you is never easy. She frames leadership as a balance of authenticity and cultural adaptation. [05:20] Discusses her arrival in Japan and mandate from Fujitsu’s CEO to drive transformation. She quickly identifies the challenge of aligning international speed with Japan’s consensus culture, rooted in nemawashi and ringi-sho. [12:45] Highlights the importance of trust-building as a foreign leader. Shares strategies such as one-on-one meetings, learning Japanese, and consistent presence to counter perceptions of transience. [18:30] Outlines her leadership pillars of humility, curiosity, and authenticity. Explains how asking questions, though culturally uncomfortable, demonstrates genuine interest and encourages dialogue. [25:10] Describes practical tools like workshops, Post-it brainstorming, and agile practices to foster innovation and psychological safety within teams. [32:00] Emphasises the shift from being busy to impactful. She blocks time for reflection and creativity, modelling productive behaviours in contrast to Japan’s culture of overwork. [39:15] Addresses the challenges and opportunities for women leaders in Japan. Urges women to put their hand up, avoid self-censoring, and take overseas assignments to build resilience. [45:00] Concludes with her metaphor of leadership as salt — essential in balance, destructive in excess — encapsulating her philosophy of authenticity, cultural sensitivity, and patience. Host Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

  “Japan’s strength in rule-based processes has become its weakness in today’s information age.” “In Japan, leadership succeeds when data removes uncertainty and consensus replaces command.” “Risk is not avoided in Japan; uncertainty is — and data is the antidote.” “To lead here, map out every cause and effect until the team sees clarity in the decision.” “Leaders thrive by respecting tradition first, then carefully opening the door to innovation.” Evan Burkosky is the Founder and CEO of Kimaru, a Tokyo-based decision intelligence startup helping supply chain leaders use AI-powered digital twins for faster, smarter decisions. Previously he was Sales Director at Meltwater Japan, Country Manager Japan for Dynamic Yield, CEO of Tourism Builder, Consultant at J. Walter Thompson Worldwide, Business Development Manager at e-Agency Japan, and CEO and founder of Konnichiwa-Japan. His career arc reflects the adaptability required to succeed as a foreign leader in Japan. Arriving more than two decades ago with the intention of building a seafood import venture, he instead navigated into marketing, technology, and eventually decision intelligence. His journey highlights both the challenges and the opportunities of leadership in a country where consensus, process, and tradition dominate corporate life. Evan Burkosky’s journey in Japan reflects adaptability, persistence, and the ability to lead in one of the world’s most intricate corporate cultures. He arrived with entrepreneurial ambitions in seafood imports, then pivoted into consulting, marketing, and digital transformation before co-founding Kimaru, a Tokyo decision-intelligence startup that uses AI-powered digital twins to model choices for supply-chain leaders. The platform maps cause and effect, runs permutations, and recommends the best course — a data-driven approach that mirrors Japan’s approvals ritual, the ringi-sho, but at machine speed. Burkosky argues that Japan’s post-war management strengths — codified rules, painstaking manuals, and consensus routines — now slow responsiveness. What worked on factory floors in the industrial era hinders agility in the information age. Leaders must honour those norms while introducing flexible, analytical decision-making that accelerates progress without eroding trust. He frames nemawashi, the informal alignment process, and ringi-sho as unavoidable realities, but insists they can be supported, not replaced, by decision intelligence. The core obstacle in Japan is often mislabelled as risk aversion. In fact, the real issue is uncertainty avoidance: once teams can see the variables and likely outcomes, they will embrace bold choices. Data removes ambiguity; probability calms fear. Burkosky’s leadership method is to construct decisions like equations — define assumptions, model scenarios, quantify trade-offs — until stakeholders feel clarity and consent to move. Trust, however, cannot be commanded. Western “shoot-from-the-hip” decisiveness tends to trigger resistance. In Japan, credibility grows when leaders explain why a proposal fits the rules-based system, show the data, and respect the process. That mix of transparency, patience, and cultural translation builds executive presence and employee engagement. Language fluency is another multiplier. By opening meetings in Japanese and persisting long enough to establish competence, Burkosky found prospects opened up. He has sold millions of dollars’ worth of software entirely in Japanese, signalling commitment and cultural respect that unlock deeper relationships. Ultimately, Burkosky defines leadership as being “the example that people willingly choose to follow.” In Japan, that means balancing safety and tradition with methodical innovation; using data to reduce uncertainty; and aligning stakeholders through nemawashi rather than bypassing them. Done well, this approach preserves harmony while restoring speed — and turns Japan’s famed process discipline into a competitive advantage for the digital era.   What makes leadership in Japan unique? Japan’s corporate system prizes rules, manuals, and consensus — legacies of manufacturing excellence that ensured quality but now slow adaptation. Leaders who respect these foundations while introducing analytical speed fare best. Why do global executives struggle? Top-down authority often fails because stakeholders expect thorough, evidence-rich explanations. Executives must make the logic visible — mapping assumptions, scenarios, and ROI — so that decisions feel safe within the existing framework. Is Japan truly risk-averse? Burkosky reframes the issue as uncertainty avoidance: when data clarifies outcomes, teams are willing to act decisively. Leaders who quantify probabilities transform “risky” ideas into acceptable bets. What leadership style actually works? Replace “shoot-from-the-hip” heroics with patient, mathematical storytelling. Explain how the strategy fits the rules-based culture; run the numbers; and secure alignment through nemawashi and ringi-sho. How can technology help? Decision intelligence and digital twins of decisions let organisations test permutations quickly and surface recommended actions — a sped-up ringi-sho that supports consensus with evidence. Does language proficiency matter? Yes. Opening in Japanese and holding the floor builds credibility; Burkosky has closed multi-million-dollar deals entirely in Japanese, deepening trust and rapport. What’s the ultimate leadership lesson? “Be the example others choose to follow.” In Japan, that means reducing uncertainty with data, aligning people through process, and pacing change with respect. Timecoded Summary [00:00] Evan Burkosky traces his path from Canada’s West Coast fishing life to Japan, then into consulting, marketing, and data-driven transformation work that led to co-founding Kimaru in Tokyo. [05:20] He explains Kimaru’s purpose: model decisions, create digital twins of choices, run permutations, and recommend actions — effectively a sped-up ringi-sho that equips managers with evidence for alignment. [12:45] Burkosky describes Japan’s rules-based culture as a strength turned constraint in the information age, arguing that leaders must respect consensus processes while introducing data-accelerated decision-making. [20:10] He reframes “risk aversion” as uncertainty avoidance and shows how probability, modelling, and clear logic unlock bolder choices once ambiguity is reduced. [28:30] Practical playbook: explain strategy mathematically, align stakeholders through nemawashi and ringi-sho, and avoid Western “shoot-from-the-hip” leadership that triggers resistance. [36:00] Language matters: by starting in Japanese and maintaining it through the opening minutes, he signals competence and respect — a habit linked to multi-million-dollar wins. [42:15] He closes with a definition of leadership as example-setting that others willingly follow, achieved in Japan by balancing safety and tradition with methodical innovation. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese. Greg also produces six weekly podcasts and three weekly YouTube shows on Japanese business and leadership.

“Leaders are responsible for laying the road of brick, clearing the fog, and saying, that’s our path.” “If leaders are going to be strict on people, they must be even stricter on themselves.” “Trust isn’t built once—it rises when things go well and degrades when the company struggles.” “Ideas should begin without judgment; the mindset must be ‘how could we make it work?’” “A leader can’t just do the work for people—the role is to show the way forward.” Previously, Nate was Create Director at Nikko International.  He graduated in Graphic Design from Indiana University Bloomington. What makes leadership in Japan unique? Leadership in Japan requires navigating humility, consensus, and a conservative approach to risk. Hoernig explains that Japanese professionals often prioritise stability, influenced by parents and grandparents, making it harder for start-ups to recruit talent. Unlike Western markets, where independence is prized, in Japan family approval plays a decisive role. How do global executives succeed in Japan? Success requires adapting strategies to Japan’s consumer behaviour. Hoernig’s team created a framework addressing eight “lenses” of Japanese decision-making. By applying this, brands saw a 5.7x improvement in results, overcoming the common underperformance foreign companies face. This structured, fact-based approach has proven critical for trust-building and credibility. What leadership style works best with Japanese teams? Hoernig stresses flexibility, conscientiousness, and systems over personality. His monthly surveys, “hands in sessions,” and “widening the diamond” lexicon provide avenues for staff to contribute safely. Japanese employees, he notes, respond well when given structure, opportunities to learn, and flexibility rarely found in domestic corporations. How can small firms build trust in a market dominated by giants? Trust in Japan is built less on contracts and more on promises kept. Even when business downturns hit, Hoernig emphasised delivering on commitments and maintaining transparency with staff and clients. This long-term relational focus often outweighed short-term losses, reinforcing the company’s credibility. What is Hoernig’s definition of leadership? For Hoernig, leadership means clearing the fog, laying the road ahead, and pointing to the destination. Leaders must balance functional direction — milestones, goals, frameworks — with personal growth, empathy, and resilience. In Japan, where ambiguity and indirectness dominate, clarity and consistency are essential for teams to follow with confidence.    

"If you feel you should say something, shut up for a little while and work out what's going on." "Leadership starts with humility, respect, and the ability to listen to people." "Always avoid saying, ‘I’m bringing this in because something’s not quite right.’ That doesn’t work." "If you’re at the top, you take responsibility for just about everything that happens." "Work harder than everybody else, but let others feel instrumental in getting the job done right." Previously Richard was a Mining Engineer at Bougainville Copper Limited, an Engineer – at his Father-in-law’s Metallurgical Company, Toyama, Japan, Founder & Design Engineer – Independent Export Engineering Business Richard’s leadership philosophy is anchored in respect, humility, and patience—qualities he views as essential for building trust and inspiring loyalty, especially in Japan. He believes that small, deliberate actions carry more weight than grand declarations. For example, he stresses the importance of learning simple but culturally significant greetings, using them at the right moments to establish rapport and credibility. These small demonstrations of cultural understanding, he argues, can open more doors than technical expertise alone. Patience is another defining element of his approach. He warns against rushing to impose solutions, even when the answer seems obvious. In his experience, prematurely interrupting discussions or pushing for immediate action often backfires in the Japanese context. Instead, he advises allowing everyone to have their say—even if it means revisiting the same points multiple times—because it preserves harmony and ensures that when action is taken, it is supported by the group. This measured pace, though slower, builds stronger alignment and avoids alienating colleagues. For Richard, leadership is also about creating an environment where problems are addressed collaboratively rather than through blame. When issues arise, he prefers to spend time alongside the people directly involved, observing their work and experimenting with alternative approaches himself. This hands-on troubleshooting not only leads to better solutions but also signals to the team that leadership is invested in the outcome. By shouldering responsibility and avoiding public criticism, he fosters an atmosphere where people feel safe to speak up and contribute ideas. Empowerment is built into the structure of his business. Sales performance, for example, is measured relative to the specific customers each salesperson manages, rather than through blanket volume comparisons. This ensures fairness, keeps competition healthy, and allows team members to focus on improving their own accounts rather than comparing themselves to colleagues with very different portfolios. It also encourages voluntary problem-solving: rather than being told they are underperforming, salespeople often self-identify areas for improvement and seek guidance. Richard also understands the importance of leading by example. He believes that working harder than anyone else—and being seen to do so—creates a natural influence that doesn’t require constant enforcement. When necessary, he will stay over weekends to fix a problem so that it’s resolved by Monday morning, demonstrating commitment and setting a standard for others. He cautions leaders against framing change as a correction for something “wrong,” as this creates resistance and defensiveness. Instead, he introduces new initiatives as opportunities to build or improve, inviting others to shape and adapt them. This gentle but purposeful approach helps innovation take root without undermining existing practices. Ultimately, Richard defines leadership as the ability to guide others toward shared goals without undermining their dignity or sense of contribution. In his view, success comes not from commanding obedience but from inspiring people to feel that they own the results. By combining cultural sensitivity, patience, and a genuine willingness to share credit, he has built a loyal, long-serving team—proof that in Japan, trust and respect are the true  

“Leadership is the ability to bring people to somewhere they didn’t think they could go.” “If you want to do co-creation, you have to do co-creation—consistently. You can’t just turn it on and off.” “Don’t focus only on your English speakers; that creates toxic politics inside the organization.” “There’s no point being afraid of change—it’s coming anyway, so embrace it and lead from the front.” “Your people know you better than you know them. Consistency builds credibility and trust.” Previously Glen was Co-Founder of KGD International G.K.; Chief of Staff, President’s Office Bayer Holdings, Bayer Yakuhin Japan; Vice-President General Manager, Japan Syneos Health Clinical Solutions; Director Government & Industry affairs, Takeda Pharmaceuticals; Director, Office of President & CEO; Manager IBERICA Holdings Japan; Corporate Planning & Portfolio & Product Strategy Planning Dainippon Sumitomo Pharma. What role does storytelling play in leadership in Japan? Glenn emphasises that leaders must give their teams a compelling story—one that is realistic yet inspiring, stretching potential without breaking credibility. Vision alone is insufficient; it must be supported by consistent communication, regular progress updates, and visible actions that prove the leader is living the values of the organisation. In Japan, where employees often anticipate the worst if left uninformed, transparency is the most effective way to prevent negativity and build alignment. How should leaders engage with employees in Japan? Engagement begins with listening. When stepping into a leadership role, Glenn made a point of conducting one-on-ones, group lunches, and field visits with customers and sales teams. This was not only to introduce himself but to gather insights from staff at all levels. By synthesising these perspectives into strategic actions, he built credibility and showed respect for employees’ experience. For him, engagement is less about imposing a new narrative and more about co-creating it with the organisation. Why is credibility so important for leadership trust in Japan? Trust, Glenn argues, is built on credibility—the single most important factor employees look for in their leaders. Employees observe their leader’s behaviour closely and adjust accordingly. Consistency, respect, and openness are non-negotiable. Trust is also reinforced by how leaders handle mistakes. In Japan’s perfectionist culture, errors are often stigmatised, yet Glenn maintains that mistakes must be framed as learning opportunities. Instead of rejecting ideas outright, leaders should explain decisions and encourage teams to test new approaches within agreed boundaries. How can leaders overcome silos and matrix challenges? Japan’s business environment is marked by entrenched silos and the complexity of global matrix structures. Glenn’s approach is to create opportunities for cross-functional interaction, sparking collaboration by bringing teams together in informal settings. He sees the role of a country manager as a translator—bridging corporate headquarters’ expectations, Japan’s cultural context, and his own leadership style. Importantly, he avoids walling Japan off as a “kingdom,” instead advocating for Japan to be a proactive participant in global change initiatives. What advice does Glenn have for foreign leaders in Japan? He advises incoming leaders to resist steamrolling with bold directives. In his experience, such behaviour leads to surface compliance while staff quietly wait for the leader’s departure. Instead, he recommends authenticity—defined not as brash self-assertion but as inclusivity, diversity, and consideration. Being authentic in Japan means listening, asking questions, and drawing out the deep sense of ownership that employees already hold for their work. What is Glenn’s definition of leadership? Ultimately, Glenn defines leadership as creating change and bringing people somewhere they did not believe they could reach. It is not about individual heroics but about crafting a collective journey, enabling people to grow and succeed together. This philosophy reflects both his global career trajectory and his long immersion in Japan’s corporate culture, offering a pragmatic yet inspiring blueprint for effective leadership in one of the world’s most complex business environments.  

“Walk the talk is the most powerful way to build trust.” “Beauty grooming didn’t exist—it was a new word to reflect a new purpose.”  “People didn’t see themselves in the beauty industry until they started to look in the mirror.” “Recognition isn’t just celebration—it’s about noticing the mindset, not only the results.” Previously Hideo was Country Manager, Beauty Care Japan & Korea at Henkel; General Manager of several divisions at L’Oreal in Japan & Taiwan; Product Manager at Johnson & Johnson. He has a BA from Meiji University and an MBA form Thunderbird School Of Global Management. Hideo leads with a transformational mindset rooted in purpose, clarity, and genuine human connection. His leadership approach centers on revitalizing legacy organizations by redefining their identity and embedding a culture of innovation, joy, and self-belief. Across five successful turnaround cases in his career, Hideo discovered that real change begins not with strategy, but with a compelling purpose and vision. At Schick Japan, he introduced the idea of “beauty grooming” as a new brand identity—transforming shaving from a commodity into a value-rich, emotionally resonant experience. This pivot reimagined the business from a transactional model reliant on discounts to one driven by brand value and aspiration. To implement this shift, Hideo engaged in one-on-one conversations with all 110 employees within the first two months. This individual engagement served a dual purpose: to build trust and to carefully test and refine his ideas based on team feedback before rolling them out. Through these personal interactions, he unearthed stories—like a senior employee’s joyful transformation using hair color—that became powerful internal case studies. By elevating that individual as a “beauty ambassador,” Hideo catalyzed a grassroots movement that encouraged self-care, pride, and alignment with the new company purpose. Recognizing that vision needs more than words to take hold, Hideo invested heavily in visual and cultural transformation. A dramatic office renovation served as a physical manifestation of the company’s new identity. The modern, light-filled space brought the abstract idea of “joyful beauty grooming” to life and signaled serious commitment to change. This, paired with the creation of an on-site innovation studio, reinforced the values of creativity and forward momentum. Hideo believes in “walking the talk” as the cornerstone of building trust. By visibly following through on promises—whether it’s office renovation, launching new products, or creating a culture of recognition—he demonstrates integrity in action. He instituted a structured recognition culture, teaching managers to appreciate not only results but also processes and mindset. He emphasizes the importance of linking every achievement back to the company’s core values, reinforcing a culture that is both consistent and inspiring. His leadership style is characterized by balance—between top-down direction and bottom-up input, between Western urgency and Japanese reflection, and between innovation and cultural sensitivity. He tailors his approach depending on readiness, starting with senior leadership, cascading through middle management, and then to staff. He nurtures psychological safety by decoupling innovation from punishment, encouraging experimentation while accepting failure as part of growth. For Hideo, transformation is not a single event but a step-by-step evolution: purpose and vision, then strategy, followed by organizational alignment, early wins, recognition and celebration, and finally, values reinforcement and cultural embedding.His ability to translate abstract concepts into tangible systems and environments, while maintaining an authentic and inclusive leadership presence, has made him a standout figure in modern corporate leadership in Japan.

1.    “If my motivation is to make the best product, the money will follow as a consequence.” 2.    “A leader must give up ego and put the right people in the right place—even if it risks their seat.” 3.    “You have to read the atmosphere; the same person may need a different approach each time.” 4.    “To be a leader, you have to suffer, take the hard way, and do the work yourself first.” 5.    “If you don’t care about people, then don’t do this job—leadership is a people business.” Elio Orsara began his career at the Grand Hotel San Michele in Calabria, then worked in Milan and London, opened his first restaurant in Spain, joined the Love Boat with Princess Cruises in the U.S., worked in Italian restaurants in Los Angeles, moved to a high-end golf course in northern Italy, became a supervisor at the Shin-Kobe Oriental Hotel in Japan, produced restaurants for the Daiei Group, and in 1996 opened Elio Locanda Italiana in Tokyo. Awards and Honours 1998 – Ristorante Italiano 1999 – Best Italian Restaurant, ICCJ 2006 – Knight of the Order of Merit of the Italian Republic (Cavaliere) 2009 – Calabria Excellence Award 2011 – Italian Hospitality International Certification 2012 – Officer of the Order of Merit of the Italian Republic (Ufficiale) 2017 – Ambassador of Stocco di Mammola 2019 – Commander of the Order of Merit of the Italian Republic (Commendatore)   Elio’s philosophy of leadership is rooted in lived experience, resilience, and a deep respect for people. His journey from a young dreamer in Italy to a successful restaurateur and multi-business owner in Japan shaped his view that leadership is not learned in theory but forged through hardship and personal accountability. He believes true leaders must first endure and overcome challenges themselves before guiding others. For him, leadership is less about rigid formulas and more about adaptability, emotional intelligence, and a willingness to keep learning. Central to his approach is the belief that leadership is fundamentally about people. In the hospitality business, technical skill matters, but without genuine care for customers and staff, success cannot be sustained. Elio treats every guest as an individual, reading the situation and adjusting his approach to create comfort, trust, and connection. He applies the same principle to his staff, emphasizing empathy, education, and personal growth. For young recruits, he looks for ambition and motivation, preferring those who aspire to run their own business rather than settle into a lifetime of employment. He invests heavily in training, even sending staff to Italy to deepen their understanding of food culture, and he maintains loyalty through long-term relationships, profit-sharing, and respect for their personal lives. His restaurants enjoy unusually high staff retention, which he attributes to creating a family-like atmosphere and recognizing each individual’s value. He rejects the insecurity that causes some leaders to avoid hiring people more capable than themselves, instead surrounding himself with complementary strengths to cover areas where he lacks expertise. Elio’s leadership style blends influences from multiple cultures—American business acumen, Japanese service philosophy, and Italian warmth and passion. From the Japanese, he learned patience, discipline, and the value of sustained effort; from the Americans, an entrepreneurial mindset; and from his Italian heritage, the importance of hospitality, human connection, and pride in craftsmanship. He is pragmatic about the realities of business risk, having weathered major setbacks, including the challenges following the 2011 Fukushima disaster. In such crises, he believes leaders must not only manage the business but also sustain morale, finding ways to keep teams engaged and feeling purposeful. His decision to deliver food to disaster-stricken areas after Fukushima exemplified this—addressing both community needs and staff motivation. Delegation, for Elio, is about trust and timing. He identifies capable individuals within his organization, aligns their responsibilities with their skills, and gives them both autonomy and a share in the rewards. While expansion is necessary to create opportunities for ambitious staff, he avoids diversifying outside his area of expertise, focusing exclusively on the food business where he can lead from a position of deep knowledge. Ultimately, Elio sees leadership as an act of service—serving customers, employees, and the broader community. It requires humility, constant self-critique, and the courage to make decisions that prioritize people and quality over short-term profit. For him, success comes when a leader creates an environment where both people and business can thrive together.