US Air Force’s Digital Acquisition Initiative Redefines Reconnaissance Aircraft Procurement for Foreign Allies

Making a landmark decision that would transform the battlefield technology landscape, the US Air Force is piloting an innovative digital acquisition process. Directed by the ISR & SOF Directorate, the Digital PAQuisitions team is enforced by young engineers to do a digital replication of the light recon aircraft for all the foreign military allies to be deployed. This revolutionary engineering method stands out by going against traditional procurement processes and using digital prototypes instead of physical ones.

Through digital technology, the conventional way that would require up to five years from development to deployment will be truncated to less 18 months. That is why the team can quickly change from a digital model into a physical aircraft, which will surely save plenty of time and money. This procedure not only shortens the time for acquiring significant support capabilities but also increases the adaptiveness of reaction to ever changing environment of global security and stability.

Read More:(https://theleadersglobe.com/science-technology/us-air-forces-digital-acquisition-initiative-redefines-reconnaissance-aircraft-procurement-for-foreign-allies/)

Midwives commissioned this illustration for use on their cover and feature opener. Midwives is the official magazine of the Royal College of Midwives.

The feature focuses on how leadership in maternity goes beyond hierarchy, as every member of the profession is the expert in the room. The article discusses how colleagues can contribute to leadership at all levels with kindness and empathy.

Empowering Africa's Digital Future: Patoranking Foundation and ALX Africa Launch Tech Scholarship Initiative

Empowering Africa's Digital Future: Patoranking Foundation and ALX Africa Launch Tech Scholarship Initiative

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Top Legal Technology Solutions Companies

In today's fast-paced world, the legal profession is experiencing a profound transformation, and it's all thanks to the rapid advancements in legal technology. Gone are the days when legal professionals relied solely on paper-based records, endless hours of research, and face-to-face consultations. Legal technology is ushering in a new era, offering greater efficiency, transparency, and accessibility in the legal field. This editorial will explore the evolution of legal technology and the profound impact it has had on the practice of law.

Jay Reddy, Pioneering Leader at the Helm of Global Brands Magazine

Jay Reddy, the CEO behind Global Brands Magazine is an extremely enterprising and highly motivated leader of the industry. Living between Canada and India, Jay keeps himself occupied by successfully running a large organization with offices in Dubai, the United Kingdom, and Canada. In just under 41 years, Jay Reddy quickly grew to become one of the leading CEOs in the global media space.

His career started with his deep-rooted interest in statistics which shaped his academic background as he finished his MBA majoring in statistics. During that time he invested his efforts into his career as an analytics research scholar at the Indian Institute of Management Bangalore (IIMB). 

Jay Reddy later went on the become a certified and trained Six Sigma Master Black Belt and a TRIZ practitioner, with expertise in Reliability, Six Sigma, and Warranty analytics. He has written articles on the AI regulatory body's established order for the moral and safe properties of AI. His research interests lie in writing influential articles on the AI regulatory body's established order for the moral and safe properties of AI.

Strategic Leadership and Global Impact

Jay Reddy is a calm, collected, and thoughtful leader, under whose leadership, Global Brands Magazine rapidly grew to a popular magazine with readers in 190 countries. 

The magazine grew in popularity, garnering notable attention for not only its reader base but also for sponsoring high-profile events at some of the world's most affluent locations. 

Under Jay’s leadership, the company saw an increase in the magazine’s online presence by a staggering 400% increase over the last three years. This naturally has been critical in extending its global audience. Jay was also involved in acquiring a digital analytics firm, which increased the magazine's capabilities in utilizing data to improve content and audience engagement, providing the readers with not only more content but far more accurate results as well.

Achievements and Innovations

Jay Reddy also established and solidified working relations with major news networks which significantly increased their distribution network and brand visibility. His company involvement in the assessment of over 50,000 corporations for the magazine's prestigious award program only underpins a devotion to high standards of excellence in brand recognition.

Jay Reddy's innovative approach is also evident in his initiatives to safeguard operational data. Recognizing the critical importance of data security, he implemented end-to-end encryption for all client data, ensuring that privacy and security are never compromised. Additionally, the introduction of the "BrandSpot" podcast has marked a significant step in diversifying the magazine’s content platforms, providing a new avenue for interactive and engaging discussions on brand development and industry trends.

Leadership Philosophy and Vision

Global Brands Magazine is more than just another business venture for Jay.  To him, Global Brands Magazine is an evolving platform that continually sets the standard for acknowledging and celebrating top brands globally. This is reflected in his approach. Jay firmly believes in not only maintaining the status but constantly pushing the boundaries to ensure that the magazine remains at the cutting edge of the media industry.

Navigating Challenges

He has navigated various challenges, including intense competition in the media sector, complexities in global market dynamics, and ensuring the magazine's sustainability and growth amidst an ever-changing landscape. The emergence of artificial intelligence has also posed significant challenges in media organizations.

Future Goals and Expansion Plans

Jay Reddy already has his sights locked on the next big goal, i.e., further expanding the reach and influence of Global Brands Magazine. He is particularly keen on enhancing the magazine's digital presence, with a target of surpassing 1 million monthly visitors by the end of 2024. He has been working on providing niche content to his readers through newsletters. This plan is built on a solid foundation of smaller strategic discourses including targeting new markets, strengthening digital capabilities, and forging deeper collaborations with industry leaders to promote and recognize leading brands.

Broader Industry Engagement

Outside his busy schedule of running Global Brands Magazine, Jay is also actively involved in setting up business ventures across various other sectors, including construction, agri-tech, AI regulation, architecture, and interior design. His involvement in these diverse fields demonstrates his entrepreneurial spirit and his commitment to applying his expertise in new and innovative ways. 

Adapting to Technological Advancements

Jay Reddy has been proactive in introducing the latest technologies so that Global Brands Magazine stays ahead in this media industry. One of his initiatives involved adopting machine learning and big data analytics to create highly effective content strategies, which helped with audience targeting. By embracing this change, not only was the operational efficiency of the magazine improved, but also increased engagement with readers. By keeping abreast with all the latest trends and being an early adopter of technology, Jay keeps Global Brands Magazine relevant and up-to-date.

Jay Reddy has been leading Global Brands Magazine with great leadership and entrepreneurship skills for several years. His strategic decision-making has set new standards for excellence in the media industry and has also contributed to increasing the magazine's global status. His vision for growth and excellence in new territories and technology is aimed at positioning Global Brands Magazine as a leader in the global branding and media landscape. Through ongoing projects and future aspirations, Jay's role as a transformational leader in this industry and beyond is underscored, making lasting impacts across various sectors.

7 Empowerment Tips: Career Advice for Parents Raising the Next Generation of Leaders

In today’s dynamic professional landscape, empowering the next generation to become effective leaders is crucial. For parents, this task carries an added layer of responsibility and opportunity. Balancing work and parenting is challenging, but it also provides a unique platform to instill leadership qualities in children from a young age. Here are strategies and insights for parents who are…

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Must Read the Articles On Leadership Skills to Develop True Leadership Abilities!

Leadership is the art of guiding and inspiring individuals or groups toward a common goal. Effective leadership goes beyond merely giving orders; it involves empathy, communication, vision and decisiveness. A good leader sets a clear direction, motivating others to follow through inspiration rather than coercion. One of the key traits of leadership is vision. A leader must have a clear understanding of where he or she wants to go and be able to communicate this vision to others, inspiring them to work towards it. Alongside vision, empathy is crucial. A leader who understands the concerns and needs of their team members can foster a supportive and inclusive environment, leading to higher productivity and morale.

Sharpen your leadership abilities

Leadership skills academic articles offer valuable insights into the practices, development and theory of effective leadership. Researchers often explore various dimensions of leadership, including emotional intelligence, decision-making, team dynamics and communication. Communication skills are frequently highlighted in academic literature as fundamental to effective leadership. Studies delve into the nuances of nonverbal and verbal communication, examining how leaders convey vision, motivate team members, and foster collaboration. Emotional intelligence (EI) is another prominent area of focus in leadership research. Articles explore how leaders with high EI can manage and understand their own emotions, empathize with others, and build strong relationships, ultimately enhancing organizational success and team performance.

These articles can be very handy for you

Articles on leadership skills are a cornerstone of professional and academic literature, offering insights into the behaviors, qualities and strategies that contribute to effective leadership. These articles often cover a diverse range of topics, including communication, emotional intelligence, decision-making, conflict resolution, and team management. Articles on decision-making delve into the different approaches leaders use to make strategic choices, solve problems and assess risks. They explore decision-making biases, the role of intuition versus analysis, and strategies for making sound decisions under uncertainty.

Google Invests €1 Billion in Finland for AI-Driven, Wind-Powered Future

Google is to invest €1 billion in the expansion of its Finnish data center. It aims to supercharge its artificial intelligence business in Europe. Google’s decision confirmed the Nordic region’s importance for data centers.

The Nordic countries offer a cooler climate and tax breaks. Besides, they are offering plenty of renewable power. These factors attract big tech companies to host data centers there.

But Sweden and Norway are not so glad about hosting these data centers. They said that renewable power should be channeled into green steel production. Green steel offers higher surplus value for the countries.

But Finland’s wind power capacity has surged high. In 2022, it rose 75% to 5,677 megawatts. Prices even plunged into negative on windy days. So, there’s still renewable capacity for data centers like Google’s.

Read More:(https://theleadersglobe.com/business/google-invests-e1-billion-in-finland-for-ai-driven-wind-powered-future/)

How Technology Transforms Education

Unleashing Potential

In the expansive realm of education, the transformative influence of technology serves as a catalyst for progress, unlocking unexplored avenues of learning for students worldwide.

Let’s delve into how technology is reshaping education, from traditional classrooms to remote learning environments, and the profound impact it has on unleashing the full potential of learners.

Embracing Technological Integration

Technology has seamlessly integrated into education, transitioning from a supplemental tool to an indispensable component of the learning process. From interactive smartboards in physical classrooms to virtual learning platforms online, technology has revolutionized how students access information and engage with their studies.

Personalized Learning Journeys

A significant transformation facilitated by technology is the move towards personalized learning journeys. Adaptive learning platforms and educational apps tailor content to meet the unique needs of individual students, adjusting the pace of learning based on their strengths and weaknesses. This personalized approach ensures that each student receives targeted support, fostering a deeper understanding of concepts.

Access to a Wealth of Information

The internet has evolved into a vast repository of knowledge, granting students access to information beyond geographical boundaries. Technology has democratized education, offering students in remote areas the same educational resources as their urban counterparts. This equal accessibility empowers students to explore diverse subjects and perspectives, broadening their intellectual horizons.

Engaging and Interactive Learning

Traditional lectures are evolving into interactive and engaging learning experiences, thanks to technology. Virtual simulations, educational games, and multimedia resources transform abstract concepts into tangible experiences. This dynamic approach captures students’ attention and makes learning enjoyable, leading to better retention of information.

Collaboration Without Borders

Technology has broken down the barriers of distance, enabling collaboration beyond the confines of physical classrooms. Students can engage in real-time projects with peers from different regions or even countries, fostering cultural exchange and teamwork skills essential for success in a globalized world.

Blended Learning Environments

Blended learning, combining traditional classroom instruction with online resources, has emerged as a powerful educational model. It provides the flexibility of online learning while preserving the essential interaction of face-to-face instruction. This hybrid approach accommodates diverse learning styles, allowing students to tailor their educational experience to their preferences and circumstances.

Addressing Language Barriers

For a linguistically diverse country like India, technology serves as a tool to overcome language barriers in education. Digital platforms offer language translation features, making educational content accessible to students who may face challenges in understanding certain languages. This inclusivity ensures that language differences do not hinder the learning process.

Remote Learning and Accessibility

The global shift towards remote learning, accelerated by recent events, underscores the role of technology in ensuring access to education for all. Online classes, webinars, and digital resources ensure that learning can continue regardless of physical constraints. This adaptability is particularly beneficial for students in rural areas, enabling them to access quality education without the need for extensive travel.

Harnessing Data for Insights

Technology empowers educators with valuable insights into student performance through data analytics. Learning management systems track progress, identify areas for improvement, and offer data-driven insights. This information enables teachers to tailor their approaches, provide timely interventions, and ensure that every student receives the support they need.

Preparing for Future Careers

In a technology-driven world, integrating technology into education is essential for preparing students for future careers. Exposure to coding, digital skills, and familiarity with emerging technologies equips students with a competitive edge in the job market, ensuring they are well-prepared for roles in an increasingly digital workforce.

Overcoming Educational Inequality

Technology serves as a great equalizer, helping to overcome educational inequalities. Initiatives providing tablets or laptops to students in underserved communities bridge the digital divide. Online educational resources and digital tools ensure that all students, regardless of economic background, have access to quality education that can open doors to a brighter future.

Fostering Digital Citizenship

As students navigate the digital landscape, there is a growing emphasis on fostering digital citizenship. Educators use technology to instill responsible online behavior, ethical use of information, and an understanding of digital footprints. These lessons prepare students to be responsible and informed participants in the digital age.

Continuous Professional Development for Educators

The transformation of education through technology extends to educators as well. Online platforms offer opportunities for continuous professional development, keeping teachers updated on the latest pedagogical trends and technological advancements. This ongoing learning ensures that educators remain effective facilitators in an ever-evolving educational landscape.

Challenges and Considerations

While the impact of technology on education is profound, it is essential to address challenges such as internet connectivity issues, ensuring digital infrastructure in all schools, and providing adequate training for educators. Additionally, concerns related to screen time, digital addiction, and the need for a balanced approach to technology use should be carefully considered.

A Future Enriched by Technology

In conclusion, the integration of technology into education represents a paradigm shift that enriches the learning experience and unlocks the potential of every student. As technology continues to evolve, education stands on the brink of a future where innovative tools and approaches will further transform the acquisition and dissemination of knowledge.

READ MORE:https://educationviewindia.com/how-technology-transforms-education/

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The Role Of Intuition In Workplace (Part 2) - Positive Reflection Of The Week

The Science Behind Intuition Before we delve into how intuition can benefit your career, it’s essential to understand the science behind it. Intuition isn’t just some mysterious force; it’s a result of your brain processing vast amounts of information and experiences in the background. This process often happens outside conscious awareness, making it seem like a “gut feeling.” This “gut feeling”…

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早稲田大学メルマガ

e-OHNO Mail News 2023 年 8 月号

シニアの部 エッセイ

グローバル化の流れの中で私が学んできたこと

1982年学部卒(尾関研)の十河哲也と申します。この度、大野先生からシニアの部のエッセイ執筆を仰せつかりました。私は大学卒業後、製造部門のエンジニアとしてNTN 株式会社という自動車や産業機械用の軸受や部品を製造販売する大阪本社のメーカーに就職し、2011年から役員として米州地区を中心に経営に携わり、2020年から CFOとして 3 年間、NTNの経営再建に取り組んだ後、2023 年に 63 歳という役員定年ガイドラインに従って退任したところです。この機会に、41年という随分⻑い間、 同じ日本メーカーで働き続けた私のようなOBが、企業経営に関して何を��び、どのように考えてきたかについて記述してみたいと思います。

29 歳の頃、私はアメリカのシカゴ近郊でチーフエンジニアとして自動車用HUB ベアリングを生産する新工場の立ち上げメンバーの一人として参画し、1989 年から1996 年の 7 年半、初めての海外勤務を経験しました。日本から 当時の最新鋭の生産設備と技術を導入しましたが、生産性は日本のマザー工場よりかなり低いという状況に苦しみながら、従業員のスキルが低い、欠勤率、退職率が高い等の問題に直面しました。一体、何が本質的なマネジメ ントの問題であり、何を変えねばならないのだろう、ということで変革に向けた色々な試行錯誤を繰り返しましたが、 結局は『現地の人材のやる気を最大限に引き出すための納得性の高い公正な評価と処遇』が必要不可欠、すなわち『人の行動は自分がどのような基準で評価、処遇されるかによって大きく変わる』ということを学びました。当時の 曖昧な人事考課と給与体系を刷新し、スキルとパフォーマンスを誰もが納得できる形で客観的、公正に評価し、それを給与に明確に連動させることで従業員のモチベーションが向上し、工場全体が活性化して赤字が続いていた会社が1 年後に は急に黑字になるという自分でも驚くような結果になりました。この経験がエンジニアとしての単なる技術指導よりも、 いかに従業員の学習意欲を高め、やる気を出させるシステムを設計することが重要か、当時MITのピー ターセンゲと いう教授が提唱していた『ラーニングオーガニゼーション(学習組織)』の重要性を強烈に認識した私の原点となりまし た。

この新給与体系導入に当たり、なぜ評価システムを変えるのか、何を目指すのか、企業理念やビジョンとの整合性とともに会社としての考え方、ポリシーを全従業員との直接対話で 説明しましたが、この徹底的な対話がその後の成果 に結びつくキーだったと思います。英語は下手でも、何が言いたいのか、言いたいことがパッションとともに全身から伝わる、流暢な英語よりも人の心を動かす英語が必要、オープンな心と変革への情熱なくして、どんなに英語が上手 でも全く意味がない、ということを学びました。工場の従業員はアメリカ人といってもアメリカで生まれてアメリカで教育 を受けた人だけではありません。メキシコから来た人、中国、インド、ロシア、エチオピア、ベトナム等、それこ そ世界中の人が一緒に働いていました。したがって、基本的に、日本のように『あうんの呼吸』は通じません。日本では小学校の頃から、先生に『相手の立場に立って考えなさい、自分が相手の立場であったらどう思うかを考えなさ い』とよく言われましたが、そもそも生まれ育った環境や考え方が違う場合、自分がこう思うから相手も同じように感じるだろうという考えはむしろ危険でした。年齢差別の問題やアファーマティブアクション(少数⺠族や女性に対する差別是正のための優遇措置)への対応は、特に日本人にとっては注意が必要でした。

当時は、米国の製造現場で色々な試行錯誤を繰り返しながらも、同時にアメリカ流のマネジメントを学びたくて、 1994 年から1996 年の 2 年間、仕事をしながら週末にノースウエスタン大学のケロッグ経営大学院で MBA の勉強をしま した。 技術者の私にとって、特に戦略論、ファイナンスやマーケティング等、非常に新鮮で『目から鱗』という経験でした。入学面接は一流ホテルのような Executive MBA専用の校舎でインタビューを受けました。丁重にエレベーター に案内され、アシスタントディーンと書かれたオフィスに通され、そこでエリカさんという女性に迎えられまし た。最初は 秘書の方かなと思いましたが、この人がアシスタントディーンでした。試験官が何人かいて、その前に私が座らされて難しい質問をされることを勝手に想像していましたが、豪華な応接室で『コーヒーにしますか、紅茶にしますか』、『私はこれから1 時間、あなたの話を聞きます』と言われて、その場でコーヒーを飲みながらの1 対 1 の面接が始まりまし た。予想していた面接と全く違った、こんな面接試験は受けたことありませんでしたが、考えてみれば、いきなり一定の時間を与えられ、何をどのように話すかも含めて全く自由に話をさせることで、その人物の色々な面が見えるのだ ろうと思います。エリカさんは基本的に何の質問もせず、ひたすら私の話すことをメモしていましたが、自分の言いたいこと、自分の思いや熱意を1 時間なら1 時間、短い場合は90 秒なら90 秒というような限られた時間で、伝えるべき相手に確実に伝えるということは、特にグローバルに仕事をする上で極めて重要なことなのだということを、その後の NTNでの仕事の中で何度も経験することになりました。自分の考え方や方針について、相手の レベルに合わせて相手が理解し、心底納得できるようなストーリーとして伝えることは、経営のプロとしての必須スキルであると思います。最後に、エリカさんは『正式には教授会で書類審査とともに合否が決まりますが、あなたは多分合格でしょう』と言ってくれました。このエリカさん、私より少し年上の颯爽とした⻑身の女性でした。そういうこと で、この MBAコース入学の直前に生まれた⻑女の名前をエリカにしました。 その⻑女も今では社会人なので随分昔の話ですが、今でもこの面接は強烈に印象に残っています。

このケロッグ経営大学院を卒業して 1996 年に日本に帰ってからは 2011 年の 2 度目の渡米までの 15 年間、本社の経営企画部で中期経営計画の策定とともに、特にグローバルアライアンス、クロスボーダーM&A等に集中的に取り組み、相手側とのあらゆる知恵比べ、 駆け引き、本音の探り合い等、物事を裏から、斜めから見ながらの交渉を経験してきました が、やはり最後は交渉相手との相互理解と信頼関係を築けるかどうか、これ無くしてアライアンスは成功しない、ということを痛感しました。中期経営計画においても大事なのは競争戦略や理論体系だけでなく、 いかに各部門、各地域に納得性を持って動いてもらえるか、結果を出すためには、いわゆるファシリテーションが重要であるということを学びました。これを怠ると、特に事業部門からは『自分ではやらない口先だけの部門』と思われ がちな経営企画部のような本社の中枢部門がグローバルな求心力と遠心力を有効に働かせることは不可能である と考えま す。

2011 年から 2018 年までの 7 年間、2 度目の米国赴任においては、米州地区総支配人として、特に経営という正解の誰にもわからない判断を、南米も含めた米州地区全体において、 異文化の中で日々行わねばならない状況の私にとって、言葉には表しにくい組織の状況、雰囲気を色々な交流の中から感じ取る能力が非常に重要であると感じていました。現地にて日々直面する課題は全てコンピュータのように論理的に分析して正解を導き出せるようなことではなく、その場その場で総合的により良い判断を迅速にしてゆく必要があり、そのためには本質を的確に感じとる 能力、センスを磨かねばならず、 face to faceのコミュニケーションが必要不可欠でした。MBAの授業では、戦略論、 マーケティング、ファイナンスというような科目は人気が高く、名物教授も多かったので気合を入れて学びましたが、 一方、 組織論、HR (人材マネジメント)などは当時はあまり人気がありませんでした。しかし、組織論や HR、これらは歳を取るほどジワジワ重要性を増してくるような気がします。若い頃の米国赴任においては、ひとつの製造会社の現場で働く従業員のやる気をいかに引き出すか、そのための変革に色々挑戦しましたが、2 度目の米国赴任 において は南米も含めた米州地区全体の組織強化に向けて経営上層部のローカライゼーションが大きな課題であり、各国の マーケットを一番知る人材に事業拡大を託してゆかねばなりませんでした。日本から出向者は何のために海外に来��いるのか、なぜローカルで対応できないのか、ということを明確にする必要がありました。日本人どうしのやり取りは 非常に楽で居心地が良く、現地化は言葉の問題も含めて非常に疲れますが、全拠点における従業員 とのタウンホー ルミーティング、ミドルマネジメントに対するリーダーシップ研修、ケロッグ経営大学院との連携による 経営者教育等を 繰り返し推進し、これをやらねば将来は無いとの認識でした。グローバル化とは、『現地の優秀な人 材をモチベートし て存分に実力を発揮してもらうこと』という私の信念は最初の米国赴任時から一貫して、益々強固 なものになっていました。人と人との部門を超えた密接な情報交換をベースにクロスファンクションで効果的に機能できる、ブラインドス ポットの発生しない緻密な組織、トップダウンだけでなく、日本流のミドルアップダウンマネジメントによるグローバルな 学習組織を実現したいと考えておりました。

米国から帰国直後には、当時の戦略本社としての経営戦略の欠除、及び経営管理(FP&A)機能の杜撰さによる危機的な連結財務状況を目の当たりにして、特に日本における莫大な減損処理とともに、CFOとしてグループ全体の 企業価値再生計画の策定、推進とそれを支える資金調達が急務でした。私が徹底して推進した NTN の抜本的な変革は、(1)全ての顧客を満足させようとする考え方からの脱却による Pricing Power の向上(商品/事業ポートフォリオ改革)、(2)棚卸資産の過大さからの脱却によるCash Conversion Cycleの短縮(生産・物流改革)、(3)社内での 技術蓄積に偏りすぎる自前主義からの脱却による Strategic Partnership の強化(調達改革)、の3 点に集中しました。 この再生計画の本質を各地域がしっかりと納得した上で、各地域ごとにそれぞれの経営環境の変化に迅速に 対応しながら自律的に事業計画が遂行、フォロー、修正されねば成果は見込めず、本社と各地域のコミュニケーションと連携が必要不可欠でありました。そのための共通言語として、資本コストの概念導入による投資の判定基準や 事業価値の評価基準の明確化と徹底をはじめとした企業財務(Corporate Finance)の視点を導入、展開するとともに、バラバラに機能していた本社の財務本部、経営企画部、及び各事業本部の事業企画部という統括部門間のコ ミュニケーションと連携強化、一体化によるグループ全体の CFO 組織としてのFP&A 機能向上を目指しました。毎年、各年度における グループ全体の経営方針徹底のため、社内外にCFO メッセージを発信しながら各地域の経営幹部や株式市場、 金融市場とのコミュニケーションにより企業価値再生に向けた社内の変革推進と社外の信頼獲得を自らの最重要課題と位置付けることで、コロナ禍、半導体不足、ウクライナ情勢、原材料費の高騰という逆風の中において、着実な財務体質の強化と株価の回復を目指しました。経営の厳しい状況とその打開策としての変革の重要性をしっかりとグ ループ全体、特にミドルマネジメント層に納得してもらい、変革に向けて力を発揮してもらうことの重要性と難しさを再認識した CFO としての 3 年間でした。

添付の写真は、生前に父が話していた香川県の『十河城跡』を、この夏に初めて訪れ、戦国時代の武将である十河 一存(かずまさ)と十河存保(まさやす)の墓を参拝したときのものです。今日の日本のリーダーにとって、『武士道』の 精神は非常に重要な意味があると思います。企業経営者は常に内省し、自らに恥じることがないことを確認し、自分の行動や言葉が顧客の不満を引き起こしていないか、従業員に当惑を与えていないかを常に見直す必要があり、こ の内省こそが日本企業の⻑期的な成⻑・発展への道を切り開くものであると私は確信しています。『⻤十河』と恐れ ら れた十河一存が、自らの地位向上や領土拡大よりも、皆が平和に笑い合える国づくりを優先し、今も地元のこの地域で尊敬され愛されているという話を同族会の会⻑からお聞きして、企業経営においても、表面的な世の中の流 行を追うことなく、また見せかけの優しさだけの物言わね上司になることなく、真の『ESG経営』や 『人的資本経営』 を探求することの重要性を再認識させられました。偉大な先祖の逸話を色々と聞かせて頂き、自らの不甲斐無さを恥じるとともに叱咤激励される思いでした。

***** English Translation *****

Waseda Mail Magazine

e-OHNO Mail News issued in August 2023

Essay for the senior section

What I have learned in the trend of globalization

I am Tetsuya Sogo, a 1982 undergraduate (Ozeki lab), and have been entrusted by Professor Ohno to write an essay for the senior section of Waseda Mail Magazine. After graduating from Waseda university, I joined NTN Corporation, headquartered in Osaka, a manufacturer involved in producing and selling bearings and components for automobiles and industrial machinery, where I started to work as an engineer in the manufacturing department. From 2011, I held positions as an executive officer, primarily overseeing NTN Americas region. After working as CFO for three years since 2020, focusing on NTN's business revitalization, I have just retired in 2023 in accordance with the executive retirement age guideline of 63 years old. In this opportunity, I would like to describe what I, as an alumnus who worked for the same Japanese manufacturer for 41 years, have learned and how I have thought about corporate management in the trend of globalization.

At the age of 29, I participated as a member of the launch team for a new factory producing HUB bearings for automobiles in the outskirts of Chicago, USA, serving as a chief engineer. From 1989 to 1996, for a period of 7 and a half years, I experienced my first overseas assignment. While introducing state-of-the-art production facilities and technology from Japan at that time, we struggled with significantly lower productivity compared to the Japanese mother factory. We faced challenges such as low employee skills, high absenteeism, and high turnover rates. In an effort to bring about transformation, I repeatedly experimented with various approaches, reflecting on what constituted the core management issue and what needed to change. Ultimately, I learned that a “highly just evaluation and treatment that resonates with local talent to maximize their motivation” is essential. In other words, “people's behavior changes significantly based on how they are evaluated and treated.” I revamped the vague personnel evaluation, pay and treatment system of that time, objectively and fairly evaluating skills and performance in a way that everyone could agree upon, and clearly linking it to compensation. This led to improved employee motivation, and within a year, the entire factory, which had been in the red, astonishingly turned profitable. This experience made me realize the importance of designing systems that enhance employees' willingness to learn and motivation to improve, more than just providing technical guidance as an engineer. It became the cornerstone of my recognition of the significance of “Learning Organizations”, a concept advocated by Professor Peter Senge of MIT at that time.

In the process of introducing this new employment system, I explained the company's perspective and policies, aligned with our corporate values and vision, through direct dialogue with all employees. I believe that such dialogue was the key to the success that followed. I learned that even if my English was not good, I was able to convey what I wanted to say with passion from my whole body, that I needed English that would move people’s hearts rather than simply fluent English, and that fluent English was meaningless without an open mind and passion for change. Factory workers are especially diverse. Even though they are Americans, not all of them are born and educated in the United States. People from all over the world—Mexico, China, India, Russia, Ethiopia, Vietnam, and so forth—were working together. Therefore, basically, “a-un no kokyu” (communicating and agreeing with each other without exchanging words) does not work as it does in Japan. In Japan, from the time children are in elementary school, their teachers keep telling them to “think from the other person's point of view, and imagine how you would feel if you were in the other person's position”, but this method would not be effective if we were born and raised in a different environment or with a different way of thinking. It is rather dangerous to think that because you feel this way, the other person will feel the same way. Especially for Japanese managers, it was necessary to pay attention to the issue of age discrimination and affirmative action.

At that time, I wanted to learn American management practices while undergoing various trials and errors in the manufacturing field in the United States. From 1994 to 1996, I worked while studying for an MBA at the Kellogg School of Management at Northwestern University on weekends. As an engineer, subjects like strategic theory, finance, and marketing provided a fresh and eye-opening experience for me. The admission interview took place in a dedicated Executive MBA building resembling a top-class hotel. I was courteously guided to an office labeled “Assistant Dean”, where I was welcomed by a lady named Ms. Erica Kantor. Initially, I thought she might be a secretary, but she turned out to be the Assistant Dean. Instead of facing a panel of interviewers and expecting challenging questions, I was offered coffee or tea in a luxurious reception room and told, “I will listen to your story for the next hour.” This unexpected one-on-one interview began as I sipped coffee. This interview was completely different from what I had anticipated, and though I had never experienced such an interview before, in hindsight, I believe that providing you with a certain amount of time to freely express yourself, including how you convey your thoughts, allows various aspects of your personality to emerge. Erica mainly took notes of what I said without asking many questions. However, the idea of conveying one's own thoughts and passion within a limited time frame, such as an hour or even just 90 seconds, to ensure effective communication with the recipient, turned out to be an essential skill for working globally, as I repeatedly experienced during my work at NTN afterwards. Tailoring my way of thinking and approach to the level of my counterpart, making them understand and genuinely agree, and presenting it as a compelling story, are crucial skills for a management professional. Finally, Erica told me, “Officially, the final decision is made by the faculty after document review, but you will most likely pass.” Erica, a slightly older than I and elegant tall woman, gave me these words of encouragement. I named my first daughter, who was born just before I entered the Executive MBA program, “Erica” after her. My first daughter is now a working adult, so my interview with Erica was a long time ago, but it still left a strong impression on me.

After graduating from the Kellogg School of Management, I returned to Japan in 1996. For the 15 years leading up to my second trip to the United States in 2011, I worked in the headquarters' management strategy department, focusing on developing medium-term management plans. During this time, I concentrated particularly on global alliances, cross-border M&A, and engaged in negotiations that involved various forms of intellectual sparring, tactics, and probing for genuine intentions, experiencing negotiations from behind the scenes and oblique perspectives. However, I came to realize that ultimately, the success of alliances hinges on the mutual understanding and trust established with negotiation partners. In the context of medium-term management planning, I learned that it's crucial not only to have competitive strategies and theoretical frameworks, but also to ensure that every department and region is motivated with a sense of conviction. To achieve results, I understood the importance of facilitation. Neglecting this aspect could lead to the headquarters, often perceived by business divisions as merely a department of empty words, being unable to effectively harness both global centripetal and centrifugal forces.

In my second assignment to the United States for seven years from 2011 to 2018 as CEO of NTN Americas Region, I had to make decisions on a daily basis in a cross-cultural environment, especially in the entire Americas region that included South America, where no one knew the correct answer to management questions. I felt that it was very important to have the ability to sense the situation and atmosphere of an organization, which was difficult to express in words, through various interactions. All of the issues that I faced on a daily basis in the field were not something that could be analyzed logically like a computer that finds the correct answer. Rather, I needed to quickly make a better overall decision on the spot, and to do so, I had to polish my ability and sense to accurately perceive fundamental issues, and face-to-face communication was essential in doing so. In the MBA program, subjects such as strategy, marketing, and finance, were very popular, and there were many famous professors, so I put a lot of energy into studying them. On the other hand, subjects such as organizational theory and HR, were not so popular at that time. However, I feel that organizational theory and HR are becoming more and more important as I get older. During my assignment to the United States back when I was young, I challenged myself to make various changes to motivate the employees at a manufacturing company. In my second assignment to the United States, on the other hand, localization of upper management was a major issue to strengthen the organization in the Americas, including South America. So I had to entrust business expansion to the people who knew the markets of each country the best. For the Japanese people on overseas assignment, it is necessary to clarify why things cannot be conducted locally. It is easy and comfortable for Japanese people to communicate with each other, while localization is very tiring due to the language problem among other difficulties, but I repeatedly promoted town hall meetings with employees at all locations, leadership training for middle management, and executive development programs through collaboration with Kellogg School of Management, recognizing that without doing these, there would be no future. My belief that globalization is based on “motivating local talented people to fully demonstrate their abilities” has not changed at all since my first assignment to the United States. I want to realize a global learning organization that can operate effectively cross-functionally based on the close exchange of information between people across departments, a close-knit organization that does not generate any blind spots, by focusing on a middle-up-down management style that is indispensable to resolve the contradictions between ideal and reality in each working area.

Upon returning from the United States, I witnessed a critical consolidated financial situation caused by the lack of strategic management direction from the headquarters at the time, as well as the poor leadership and management of Financial Planning and Analysis (FP&A) functions. Particularly in Japan, along with significant impairment charges, urgent actions were needed as CFO to formulate and drive a group-wide corporate value revitalization scenario, supported by necessary funding. I focused on three main aspects in the comprehensive transformation of NTN: (1) Enhancing “Pricing Power” by moving away from the approach of satisfying all customers (product/business portfolio reform), (2) Shortening the “Cash Conversion Cycle” by departing from excessive inventory (production/logistics reform), and (3) Strengthening “Strategic Partnerships” by moving away from an in-house focused technical accumulation (procurement reform). The essence of this “Revitalization Scenario” required each region's thorough understanding and autonomous execution, adapting rapidly to changes in their respective business environments, necessitating essential communication and coordination between the headquarters and regions. As a common language, the introduction and deployment of Corporate Finance perspectives, including criteria for investment assessment and business valuation through the concept of capital cost, were initiated. On the other hand, we improved collaboration and integration among the disjointed key central divisions, finance headquarters, management strategy department, and each business planning department. The aim of such activities was to enhance the FP&A function of the entire CFO organization globally. In order to enforce group-wide CFO policies, I positioned the communication, while sending my regular CFO messages, with internal and external stakeholders, such as regional executives, stock and financial markets, as crucial for the company's value revitalization. Under tough business situations caused by the COVID-19 pandemic, semiconductor shortages, Ukrainian tensions, and rising raw material costs, I directed efforts towards accelerating the financial and stock price recovery. Over the course of three years as CFO, I came to recognize the importance and challenges of gaining the full understanding and commitment of the entire group, particularly the middle management level, regarding the significance of the tough business conditions, the need for transformation as a solution, and their contribution of effort towards driving the changes.

The attached photo is from my first visit this summer to the “Sogo castle ruins” in Kagawa prefecture, which my father used to talk about before his passing. During this visit, I paid respects at the graves of the samurai lords “Kazumasa Sogo” and “Masayasu Sogo” from the Sengoku period. I believe that the spirit of “Bushido” holds significant importance for today's leaders in Japan. Business executives must constantly introspect, ensuring they have nothing to be ashamed of, reviewing whether their actions and words might evoke customer discontent or cause embarrassment to their employees. This introspection forms the foundation of “Business Ethics” and “Corporate Social Responsibility”, and I firmly believe that it paves the way for the long-term growth and development of Japanese companies. Kazumasa Sogo, who was feared as “Demon Sogo”, prioritized the creation of a country where everyone could laugh together in peace over advancing his own position or expanding his territory. I heard from the chairman of Sogo family association that Kazumasa Sogo is still respected and loved in this local area, and this story reminded me of the importance of pursuing true “ESG management” and “human capital management” in corporate management, without merely following superficial trends of the world, or becoming a good boss who only shows pretended kindness. Listening to various anecdotes of great ancestors, I felt both ashamed of my own shortcomings and motivated by their admonishments.