The Essence of PM Taught by 'Vulture'—Learning from Masahiko Washizu: The Art of Pushing Through Strategies Even When Everyone Is an Enemy

Prologue

When I first watched 'Vulture,' I disliked Masahiko Washizu.

Buying companies at a discount, dismantling them, and making a profit—he looked like a 'villain.'

But after re-reading it with 20 years of PM career experience, I saw it in a completely different light.

Masahiko Washizu is the most sincere PM.

With all stakeholders as enemies, he demonstrates the truth that no one else can say through his actions. He saves a burning organization from the outside. He judges based on facts, not emotions—this is the most difficult and necessary skill for a PM.

Today, I will interpret 'Vulture' from a PM's perspective.

Chapter 1 | The Essence of Masahiko Washizu as an 'External PM'

In a nutshell, Washizu's job is 'rebuilding broken organizations from the outside.'

In the field of PM, this is exactly 'external intervention in a project in crisis.'

When entering a project in crisis as an external PM, there is a structure you will always face.

・Internal staff do not want to change the status quo ・Stakeholders try to protect their own interests ・There is distrust toward 'people from the outside'

Washizu acts after accurately grasping this structure. He makes necessary decisions while factoring in emotional backlash.

Washizu's greatest strength as a PM is his 'ability to think thoroughly from the other party's perspective.'

'Why does this person oppose me?' 'What is it that this person really wants to protect?'—he builds his strategy after understanding these things. The ability to read the true intentions behind superficial opposition is what creates Washizu's 'precision.'

Chapter 2 | Reading the 'Buying to Destroy a Company' Argument in Reverse—The Essence of Stakeholder Management

One of the most impressive scenes in 'Vulture' is when Washizu says, 'I am buying this company to destroy it.'

Everyone who hears this thinks he is 'evil.'

But Washizu's logic is this:'Keeping a company that should be destroyed on life support only makes everyone involved miserable.'

The same thing happens in the field of PM.

Everyone knows that "this project should not be continued," yet no one can say it. They keep pouring in budget, exhausting the team, and in the end, nothing remains—this is a state of "keeping a project that should be shut down on life support."

To put what Washizu does into PMP terms, it is identifying the essential interests of stakeholders rather than their superficial demands.

When there is an essential truth that "it would actually be better to end it" behind a demand to "continue," acting toward that truth is the job of an honest PM.

Chapter 4 | Pushing Through Strategies When Every Stakeholder Is an Enemy—Washizu's Techniques

When Washizu makes a move, almost everyone around him opposes it.

Banks, management, labor unions, the media, and the government—each tries to protect their own interests and blocks Washizu.

This structure is exactly the same as a project in crisis for a PM.

When you enter a project in crisis from the outside, everyone inside "tries to protect themselves." They don't want to admit the cause of the problem. They don't want to take responsibility. They fear change—this is the reality of stakeholders at the site of a project in crisis.

There are three reasons why Washizu can push through strategies when everyone is an enemy.

1. Speaking only with "numbers and facts"
Washizu does not appeal to emotions. "The financial situation of this company is like this. If things continue this way, this is what will happen in three years"—he speaks only with numbers and facts. He counters emotional objections with even more facts.

When reporting the current status of a project in crisis as a PM, showing facts like "It is critical: 40% progress, 200 hours of remaining work, and the deadline is impossible with current resources"—this is the Washizu-style of reporting.

2. Accurately grasping "who wants to protect what"
Washizu understands what each stakeholder "truly wants to protect." Management wants to save face. Banks want to avoid bad debt. Employees don't want to lose their jobs—by grasping the true intentions of each, he creates an opening for negotiation.

In PMP terms, this is thorough stakeholder analysis. By grasping the underlying interests rather than superficial demands, the possibility for negotiation is born.

3. Showing the "worst-case scenario" first
Washizu often shows the future of "if things continue like this, this is the worst that will happen" first. By showing how dangerous the status quo is, he breaks down resistance to change.

As a PM, showing the worst-case scenario early on, such as "if we continue like this, this is what will happen to the project," is the most effective way to move stakeholders.

Chapter 4 | Contrast with Manabu Kurumai—The Difference Between an "Internal PM" and an "External PM"

Manabu Kurumai (Okitsu Bank), who confronts Washizu in The Vulture, acts from an internal perspective.

Kurumai tries to protect the organization. He considers the feelings of those involved. He seeks consensus by taking steps—this is the typical style of an "internal PM."

It is not about which is superior. The necessary style differs depending on the situation.

Situations where an internal PM functions well:
Trust within the organization is maintained. There is agreement on the direction of change. There is time to spare—in these situations, the polite approach of the Kurumai style is effective.

Situations where an external PM is needed:
There are problems that no one inside can speak of. The organization has become rigid. There is no time to spare—in these situations, a Washizu-style intervention from the outside is necessary.

When entering a project in crisis, I consciously judge, 'Should I act in the Washizu style now, or the Shibano style?' If I am too considerate of internal relationships, I cannot reach the essence of the problem. If I act too much from an external perspective, I cannot gain internal cooperation—this balance is the greatest challenge for an external PM.

Chapter 5 | 'Doing what is right while appearing evil'—Integrity as a PM

The reason Washizu appears 'evil' is because'doing the right thing comes with pain.'.

Liquidating companies. Reducing personnel. Cutting unprofitable departments—these cause pain to those involved. That is why he appears 'evil'.

But the essence of Washizu is the recognition that 'avoiding pain and postponing problems will ultimately create greater pain.'

As a PM, I sometimes face the same situation.

'This member should be removed from the project,' 'This scope must be reduced or we won't meet the deadline,' 'This project should be stopped right now'—these are hard to say. But by not saying them, greater problems are created.

Integrity as a PM is 'the courage to say what is hard to say.'

The reason Washizu continues to act while being called a 'vulture' is that his core principle of 'doing the right thing' never wavers. Even if he is criticized or misunderstood, that core remains unchanged.

Epilogue

When I first saw 'Vulture,' I disliked Masahiko Washizu.

But it is different now.

Washizu is the most sincere PM.

He judges by facts, not emotions. He reads the true intentions of stakeholders. He says what is hard to say. He does the right thing even if someone hates him—I have learned after 20 years as a PM that this is the most difficult and most important thing.

A PM called a 'vulture' saves the project.