Japan's struggles to keep up growth and innovation

Shibuya Crossing in Tokyo, Japan 
This summer I visited Japan for the first time. It has been my country number 56 to visit, including dozens of times to many other Asian countries, but my first visit to Japan. The development in Japan has been remarkable since the end of the Second World War, but with emphasis on "has been". Japanese economy has not really grown since the economic bubble busted in 1991, almost a quarter of a century ago. China overtook Japan as the second largest economy in 2010, and Japan faces a decreasing population, expected to decline from current 127 million to as low as 90 million people in 2050 with 40% above 65 years old.

Yet, Japan is a super advanced society with one of the highest standards of living in the world. And the Japanese (men) are still hard working. In Hiroshima I met Masato and his family. He is the managing director of his own manufacturing business with twenty employees. He bought his own company 11 years ago and has since grown it with 30-100% per year, with export customers in many countries. As such, Masato is the living example of the dedication and hard work that has made Japan so successful: "I know I make sacrifices now, but I make good money now". I asked him, so what are your plans for the weekend? He replied: “I will work today, Saturday, and tomorrow Sunday, I go to Tokyo for a meeting”. I felt embarrassed when I told him how long (3 weeks) holiday many people in Europe take every year.

Shinkansen  high speed train
Onboard Shinkansen (the famous high speed bullet trains), the very symbol of Japanese efficiency and technology, I met Hiroshi, a retired IT engineer, now working as an independent consultant advising organizations on it-security. We discussed the implementation in Japan of a national identification number, similar to what Denmark has had for the last four decades with the CPR-number. "I am a workaholic", he told me, "I have always worked, so why should I stop now?". Hiroshi is not alone: 'Ghosts' continue haunting Japan incorporated, according to Wall Street Journal. Former chief executives continue to stay on the payroll serving as 'sodanyaku' or 'komon' meaning advisor or councilor. A recent dispute was on the 79 year former chief executive of Toshiba now serving as an advisor for the current chairman, despite being more than a decade ago he left his executive position. This makes it very difficult for new executives in charge to change wrong decisions of the past

Japan has been at the leading edge of technology but are now struggling to keep pace. Once Sony was the world’s leading electronic brand, but it has now been overtaken by Samsung and Apple. Once Japanese cars ruled the world, but now many European car manufacturers are again taking the technological lead. Japan is one of the most homogeneous countries in the World and most people speak little English. Combined with the old corporate governance codes, this may hinder the needed innovation to really move the country forward. As my good friend Soulaima Gourani puts it: As a country you should not ending up like Japan where more diapers are sold to elderly than to babies.

12 SKARPE TIL MARTIN BERG

Interview i DILForientering, April 2015. Læs det fulde interview på side 16-17 i bladet  her: http://issuu.com/dilf/docs/do-15-2_issuu

5 Hvad er dine mest markante karaktertræk?
Når man arbejder med supply chain er det først og fremmest vigtigt, at man har en holistisk og kommerciel forretningsforståelse. På samme måde er det vigtigt, at man kan forstå finans, salg og produktion samt de indbyggede modsætninger, der nogle gange kan være mellem disse områder. Derudover ser jeg mig selv som værende vedholdende og stædig. Hvis jeg møder modstand, forsøger jeg igen, indtil jeg får mine visioner igennem. Endelig beskriver mine kollegaer i ledergruppen mig som positiv og som havende en optimistisk tilgang til udfordringer.

8 Hvad karakteriserer en dygtig leder?
For det første skal man være ambitiøs på sit områdes vegne, og man skal udfordre og stille store krav til sig selv og sit område. Man skal turde tage ansvaret og lederskabet på sig. Endelig skal en god leder turde være ærlig omkring de svære problemstillinger og derigennem opbygge en gensidig fortrolighed og loyalitet.

9 Hvordan motiverer du dine medarbejdere?
Når jeg arbejder med mine europæiske supply chain direktører, sørger jeg for, at vi får noget inspiration udefra. Vi bruger tid på at besøge andre virksomheder også fra andre brancher. En anden ting, vi gør for at udvikle os, er, at jeg inviterer dem med til en europæisk supply chain konference, hvor vi kan få ny viden til vores daglige virke. I forhold til mine projektledere sørger jeg for, at de får direkte eksponering over for vores lokale senior management teams. På den måde får de lov til at arbejde direkte med vores lokale ledelser på et strategisk niveau, hvilket jeg tror er udviklende for deres rolle som projektledere.


12 Hvad, tror du, bliver det vigtigste på agendaen inden for SCM i fremtiden?
Jeg tror, at tre ting kommer til at spille en afgørende rolle i fremtiden. For det første vil der komme et øget fokus på kunderne og deres behov. Der vil komme et fokus på at levere samlede systemer og løsninger til kunderne i stedet for at være en leverandør af bulk-varer. Flere i værdikæden vil
kæmpe om at eje kunderelationen. På kapacitetssiden forudser jeg, at der fortsat vil være fokus på at blive endnu dygtigere til at forecaste kundernes efterspørgsel, således at vi kan møde salget og man ikke skuffer kunderne. Som det tredje vil det være et benhårdt fokus på omkostningerne, og virksomhederne må hele tiden sikre sig, at de er konkurrencedygtige, især i forhold til nye innovative forretningsmodeller. 

Kilde: DILForientering, APRIL 2015, ÅRGANG 52, side 16-17, Redaktør Martine Mengers