Leaders should leverage external forces to achieve major goals
On Tuesday, June 11, I will publish “Learn from Japanese History: Leaders” (Diamond Inc.). Before the publication, I am briefly introducing the historical figures featured in this book and why I chose them.
The 10th installment is Shimazu Nariakira (1809–1858). As the lord of the Satsuma Domain at the end of the Edo period, he promoted industrial development and the appointment of promising talent such as Saigo Takamori, creating the catalyst for the Satsuma Domain's active role at the end of the Edo period. He is often evaluated as the greatest wise ruler of the late Edo period.
The reason I featured Shimazu Nariakira in this book is that through him, I wanted to convey the importance of leveraging external forces from multiple perspectives when realizing major goals.
Even before becoming the domain lord, Nariakira believed that the Satsuma Domain should promote industrialization on its own. This was because it was necessary to enrich the country and strengthen military capabilities in preparation for the coming advancement of Western nations.
However, he faced significant opposition within the Satsuma Domain, as industrialization would entail a heavy financial burden. Among them, his own father was fiercely opposed, which made it difficult for Nariakira to take office as the domain lord.
In this situation, Nariakira skillfully used external forces. That was to use the power of the Edo Shogunate. The Shogunate, which had begun to feel threatened by Western nations, wanted Nariakira to proceed with industrialization.As a result, his father was forced to retire, and Nariakira assumed the position of domain lord.
After taking office, Nariakira proceeded with industrialization as planned. Since this was carried out at a place called Shuseikan, it is known as the “Shuseikan Project.” In this project, a wide variety of industrial products were created, in addition to iron manufacturing, shipbuilding, and spinning.The experience gained here would also prove useful for Japan's modernization after the Meiji Restoration.
Although this is a story after Nariakira's death, machines from Britain and the Netherlands were introduced to Shuseikan, and engineers were invited.By leveraging such power from overseas, the Shuseikan project was further promoted.
We who live in the modern age also sometimes face opposition from within when we try to do something new, trapped by an internal-oriented mindset. While it is important for a leader to explain carefully in the face of such opposition, sometimes utilizing external perspectives and advice is also an effective means. I think this could be public institutions such as government offices, or consultants, etc.
Also, to advance new things, it is not uncommon that you cannot complete them with only the management resources (people, goods, money, information) available internally. In such cases, it becomes effective to receive management resources held by the outside, or to receive guidance and advice from the outside. In fact, when I hear the history of companies, I feel that many receive support from the outside during their startup and growth phases.
If you want to make something new successful, you should actively accept external management resources and receive guidance and advice.
I wanted to convey such things, so I featured Shimazu Nariakira in this book.
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