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DIY Transformation

Successfully manage change at YOUR scale.

Why do so few business transformations succeed?

Why do so few business transformations succeed?

A not unheard of comment is, “Our team communicates really well. Every one is onboard with this change.”

But still waters run deep. No issues, in Japan, can mean something is percolating below the surface, just out of sight.


In Japan, people are more inclined to react to change quietly, speaking amongst themselves. This tends to reach leadership only once issues arise, such as a delay or a loss of talent.



Warren is my go-to change resource in Tokyo. He has partnered with our global change CoE in at least two transformation programs. His biggest contributions to success are coaching senior leadership to be effective sponsors of change, and facilitating understanding between global and local teams in order to achieve program objectives. No easy feat for those who have experienced how these programs across cultures can stall and fail.

Josephine Panganiban, MetLife

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Our Approach

Past political and emotional baggage directly influences team assumptions, expectations, and—in turn—colors their response to change. The first step to good change is airing this baggage in a controlled and strategic way. Good communication is the fundamental beginning of good change management.

At the onset of change, work, especially schedules, can begin to slip. The derailment happens not from lack of skill or knowledge, but rather from misunderstandings based on prevailing assumptions on both sides.


The Focus Cubed Dual Perspective Approach interrupts the derailment by providing insight into prevailing mindsets. That insight is then leveraged to craft  both change and communication response plans.


By clarifying and aligning the assumptions of all parties involved in a change, we reduce misalignment and leverage the transformation as a positive pivot rather than a stumbling block.


In my experience, people, on the whole, do not wish to change—and yet who determines most outcomes? If your people aren't fully on board with the change, they can stall it. In the worst change management cases, many good employees leave before anyone realizes there is a problem.

Communicating well is a given. Change must not only make sense, but must communicate obvious merit. You need to connect with individuals, respond to their thoughts—or the change may come back to bite you.


Warren Arbuckle
Founder, Focus Cubed

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There is more than one approach to change. Whether you want your change to be value-based, targeted, precise, broad, incremental, or something else, we have the team and the tools to get you there.

Dual Perspective Approach

Dual Perspective Approach is our way of shaping and blending the inherent and sometimes seemingly opposing assumptions and expectations of both sides into one message to which all can agree and commit.

Challenge Response Coaching

Challenge-response coaching focuses on specific, prioritized challenges revealed through workplace assessments.

Friction Point Analysis

​Friction Point Analysis compares how Japanese and their foreign colleagues engage, revealing areas of challenge that often fly under the radar.

Engagement Training

Engagement training to align mindsets so change becomes not only accepted, but anticipated.

Risk Impact Assessment

Risk Impact Assessment: Assess job-specific risk with regard to change to ensure smoother, more effective adoption.

Fully Change Management Suite

Our full change management suite is completely adapted for the dual-perspective nature of global companies in Japan.

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