#136 Japan's Strengths and Distortions | Differences in Career Perspectives Between Japan and Abroad ③

Since coming to Canada, I often feel the differences in work stances and approaches to life. Recently, I suddenly felt,

So, this time, I will organize my thoughts on the unique characteristics of Japanese organizations.

“Japanese organizations feel somewhat stifling...”
“Maybe I’m better suited for overseas...?”

If you have ever felt this way, I think this will help you organize your thoughts.

The Strength and High Standards of Japanese Organizations

First, as I wrote in my previous note, the major premise is that Japanese organizations are governed by laws where

At first glance, this looks like a very good system. However, the flip side is this:

In fact,

• people who don't contribute but stay anyway

• people who only do the bare minimum

are in every company, right? On the other hand, diligent people cover for those who are slacking off. In other words, I believe Japan is

I feel that this is not healthy.

Memories of my corporate slave days in my 20s

Actually, when I was in my 20s and got used to my job and was working hard, I looked at the 50-something 'deadwood' employees and thought,

“Why are they so unmotivated?”
“I definitely don't want to end up like this.”

That is what I used to think.
(By the way, I was a 'workaholic' employee back then.)

However, just as there are employees who are the exact opposite even in organizations full of workaholics, I believe that every organization has a certain number of 'deadwood' employees, to a greater or lesser extent. I feel that this is also a structural problem.

Thinking from the perspective of a deadwood employee, they are in a situation where it is difficult to perform as well as they did in the past, both physically and mentally, yet they have reached a certain position. On top of that,

・I have a family...
・Changing jobs is scary...
・The company can't fire me...

Once they realize this, the result is,

I think that is the kind of decision they make. Now, I don't feel as much resentment as I did in my 20s, but

'Still, this is strange, isn't it...'

That thought hasn't changed. However, since coming to Canada, this perspective has changed a little.

Japan's 'norm' is actually too high

What I thought when I came to Canada was

There are even times when the level of intensity, which is close to what we call 'deadwood employees' in Japan, actually looks normal. That's when I realized.

• High quality of service

• Strong sense of responsibility

• Meticulous work

This is definitely a strength of Japan. However, on the other hand, when viewed from Canadian standards, the level I expect from those around me seems to be too high, and as a result,

'They aren't motivated to work...'

is how I end up feeling, and

I also feel that "the quality of service is low overall."

Thinking about it this way, I became quite anxious that if I get too used to Japanese service, I will always be dissatisfied even when I go abroad.

This feeling is as I wrote last time.

High standards also carry many risks

Furthermore, this high standard has additional side effects.

That is,

• Riding on the company's coattails

• Working vaguely hard

• Realizing there are no options left

Japanese organizations are strong. Because of that,

I think this is the biggest invisible risk. Moreover, even if they are strong, they are not invincible. In fact, the stance of slowly and steadily polishing services tends to be weak at

• innovation

• zero-to-one challenges

has a tendency to be a weakness.

The limitations of membership-based organizations

Japanese employment is so-called membership-based. It is a model where the company supports life to a certain extent, based on lifetime employment and seniority-based promotion.

This functions as long as it is a "company that keeps winning" that generates enough profit to feed its employees.

In fact, in the 1980s, Japanese companies dominated the world in every industry. Japan monopolized the top rankings in market capitalization at that time!

However, that premise has now collapsed. (Sadly, in the 2020s, they are outside the top 10...)

As you can see from this table, in the current situation where that former glory is gone, I don't think continuing the old membership-based employment model as it is will work.

In fact, even Toyota has stated that "maintaining lifetime employment is difficult."

Thinking about it that way, relying solely on a company while stopping your own thinking is dangerous for your life planning. That is precisely why what is important going forward is,

・Doing your current job properly
・Making solid use of Japan's strengths
・But thinking for yourself without relying on the company

I feel that the key is how to strike this balance.

The shape of future careers

As a major premise, Japanese organizations are strong and their systems are well-established, making them a high-level growth environment.

However, on the other hand, relying on them too much is dangerous, and I think the need for thinking about building your own career yourself is also increasing.

Specifically, while achieving the quality required by the organization you belong to, on the other hand,

・Expanding your career through job changes
・Having your own focus through side jobs, etc.

I believe that forms that change with the times such as career shifts and parallel careers will become mainstream. In other words, what you should be conscious of is

It is not a complete membership-based or job-based model, but a form that incorporates elements while leveraging Japan's strengths.

However, while this is easy to say, I think it is quite difficult to put into practice.

In fact, even though I have become a career consultant, I sometimes get lost in my own career, so I intend to experiment and use trial and error with this way of having a career myself.

The assets built by our predecessors

Finally, a little bit about mindset.

This is a bit of a departure from the previous topic, but living abroad, I feel the high regard for Japanese people everywhere.

Everyone loves Japanese services, and they love Japanese culture, food, tourism, and Japanese people—especially when it comes to Japanese people being

• polite

• trustworthy

• diligent

In general, everyone has a great deal of respect for Japanese people. While I am very grateful for this, I always think,

I'm not really that amazing...
Is Japan really like that these days...

and I feel a gap between their perception and reality.
(If I say that directly, it would disappoint them, so I just smile and don't correct them...)

When I think about it, I realize that this reputation is the result of the efforts of our predecessors.I believe the influence of Japan, which dominated the world in the 1980s, continues to have a positive effect even today.

That is why, as someone of the current generation, what I can do is

that is how I feel.

I don't have that kind of influence, but at the very least, for the people I meet abroad,

I believe that this will have a positive impact on the Japanese people they meet in the future.

I feel a sense of mission, or perhaps something closer to gratitude toward our predecessors and a duty to the generations that follow.

In conclusion

Finally, I digressed a little, but returning to the topic of careers, I believe Japan is now approaching a turning point in its career models.

After I return to Japan, I also

• Based on a membership-based model

• incorporating job-based elements

• and honing expertise

I am thinking of experimenting with such a hybrid career. So, that is all for this time.

I plan to continue articulating these kinds of themes little by little in the future.

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