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Change implementation built for Japan

By leveraging our Dual Perspective Approach, which blends both Western and Japanese business sense, you bring change that is custom-fit for transformations, initiatives or day-to-day business operations in Japan.

Data speaks

Our ongoing Friction Point Analysis research reveals that 64% of Japanese working in global environments are frustrated and a huge 81% of their foreign colleagues indicated that they are unaware of this frustration. With specific tools and techniques, you can turn this around, creating an environment that is more proactively engaged and receptive to change.

Management personnel changes impact future business​ results

In Japan, people tend to stick with their company for the long term, while foreign management of global companies, as a rule, come and go every 3-5 years. While normal for a global business, in Japan this erodes trust and creates unwanted baggage that affects Japanese employees' expectations, assumptions and responses to change. Japanese tend not to voice their concerns publicly and the frustration builds up over the years. Uncovering these potential points of friction means you can align your strategy, plans and messaging so employees get on board without the delays that are so common.

Change readiness

By preparing your teams for change in advance, you ensure they can respond quickly and decisively when required. This means leaders are able to send clear messaging of change objectives to employees trained in how to map and manage change for Japan. This equates to increased engagement and schedules that stay on track.

Removing barriers

Change doesn’t have to be a barrier, or a source of frustration. Our research with global teams reveals dual perspectives at play, and when addressed in tandem, can produce positive results. Japanese tend to keep a low profile, however, most are very willing to engage when you align with their perspective.

A short 15-minute call will determine whether you should explore this further. Let's talk.

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