Since the anniversary of my book「グローバル企業のための新日本型人材マネジメントのすすめ」Global Lessons: A Page from Modern Japanese Human Resources Management being published, I’ve been reflecting on some of its key concepts and I’d like to start sharing a few highlights chapter by chapter.

Chapter 1 examines the current issues facing both headquarters and national subsidiaries. This chapter looks at why managing talent at national subsidiaries remains a top concern for Japanese firms. Executives often express the same frustrations: finding national managers they can fully trust to run a business and building consistent, long-term results despite decades of effort.

Three forces have driven this problem:
– The need for management efficiency as overseas operations expanded
– The push to win broader national markets
– The pandemic-driven shift that moved responsibility to national teams

Those forces exposed a deeper issue—HR systems and practices that no longer match national expectations.

This is a brief peek. I’ll share more chapter highlights each month.

For more insights from this chapter, you can check out my book Global Lessons here: https://lnkd.in/gt4VSvHa

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