I want to make companies better with a purpose like Sony's!

Fill the world with emotion, through the power of creativity and technology.

What kind of impression do you get when you read this sentence?

In fact, this is the purpose (a company's social reason for existence) that Sony upholds.

For me, every time I say these words, I feel my heart warm up and energy welling up from within.

That is surely because the 24 years of experience I built up at Sony are ingrained in my DNA.

Even now, 10 years after becoming independent from Sony, I am surprised that those feelings remain deeply rooted within me without fading.

The Power of Purpose: The Background of Purpose Formulation and Sony Employees' Empathy

According to Mr. Yoshida, the president at the time, the background to formulating this purpose was Peter Drucker's saying that "culture eats strategy for breakfast."

At Sony, we conducted a survey to gather opinions widely within the company, and this purpose was born by redefining the corporate philosophy and culture that Sony had been passing down continuously since its founding.

Also, as a result of various activities aimed at permeation after formulation, there is survey data showing that nearly 90% of employees empathize with this purpose, and about 80% of people are practicing or trying to practice this purpose through their daily work.

It seems that it truly led to an improvement in the motivation and engagement of Sony employees.

In an interview when he retired, Mr. Yoshida answered the question, "What is your greatest achievement as president?" by saying, "Redefining Sony's purpose."

Toward breaking away from the critical state Sony was facing, this purpose likely inspired each and every employee, made them realize Sony's original corporate culture, and became a major driving force for aiming at a new future as Sony.

My Own Turning Point: Independence from Sony, and the Path to Becoming a Professional Coach
~Awakening to my own purpose.

Looking back, 10 years ago (2014) when I made the decision to leave Sony was right in the middle of major structural reform.

New businesses that we had all worked hard to launch were also forced to withdraw.

While feeling that Sony's culture of "freedom and open-mindedness" and "surprising the world" was being lost, I was agonizing over my own future.

It was then that I reconnected on social media with a friend from my student days. He had left a large corporation early and was active as a professional coach.

My first coaching experience on his wooden deck overlooking the sea in Kamakura opened my heart, awakened me to what I originally wanted to do, and gave me the great energy to take a step forward.

Triggered by that session, I started attending a coaching school, which led to the major decision to become independent from Sony and aim to be a professional coach.

A coaching school is truly about experiential learning, a style where you first learn by experiencing coaching yourself.

I still remember the bewilderment I felt when I was faced with the question, 'What is the purpose of your life?'

Coming from days spent as a corporate employee, busy and constantly chasing logic and data, my reaction was, 'Wait, the purpose of my life...?'

Looking back, that was exactly what an individual's purpose—my purpose—is; it was a question of 'What was I born for?' and 'How do I want to live the rest of my life?'

Thanks to that, I was able to envision the future I truly want to aim for as an individual and it became a catalyst for digging deep into my own mission.

And one of those missions was the desire to 'create many innovative companies like Sony all over Japan'.

Current activities: Supporting companies through the formulation and integration of purpose
—I want to make companies better with a purpose like Sony's!

Currently, I support companies in formulating and integrating their purpose, and in doing so, I always introduce the Sony case study mentioned at the beginning.

Breaking away from a massive deficit and a critical management situation, and then reaching record-high profits.

For a company to get back on a growth trajectory,

'What is the reason for this company's existence in the first place, and what kind of impact does it have on society while leveraging its strengths?'

It teaches us that it is very important to clarify this together with all employees and increase centripetal force.

For example, I worked with AZent Co., Ltd., which provides Well-being HR, on a purpose redefinition project at a certain IT company.

Since its founding, as the company grew, it had become flooded with various slogans and catchphrases both inside and outside the company, making it difficult to see what the core was.

What is even more important is to ensure that the 'corporate purpose' redefined in this way does not become a 'pie in the sky' or mere 'decoration,' but rather something that each and every employee takes ownership of.

To that end, once a 'corporate purpose' is created, the next step is the individual's 'my purpose'.

However, as I experienced myself, if you are suddenly asked, 'What is the purpose of your life?', you will freeze up (laughs).

That is why the chancemake CORE application provided by AZent Co., Ltd. uses AI to help with purpose diagnosis.

As you follow the screen and input your own past experiences and strengths, the AI articulates your purpose and provides several candidates.

Using that as a starting point, you can deepen your self-reflection and, through dialogue with a coach, truly define a purpose that is uniquely your own.

Looking back on my time at Sony again,
of course, the word "purpose" didn't exist at Sony back then.

However, I remember being deeply empathetic toward Sony's culture—such as the "factory of hope with freedom and open-mindedness" from its founding days, the "Sony Spirit," and the desire to "surprise the world." I worked hard day and night, aspiring to be a Sony planner who could create hit products and attractive services just like my seniors.

It feels like that was exactly where Sony's philosophy and my own vision overlapped, and that overlap was the source of great motivation and engagement.

Similarly, in this day and age, it is important to find the overlap between a redefined "corporate purpose" and an individual's "my purpose," and to align their vectors. We provide such workshops as part of our training.

For example, at one automotive-related manufacturer, they likened this to their core business and called it "Purpose Fastening" activities (fastening = connecting). When offered to about 100 employees on a voluntary basis, it was very well received, and it has been decided that it will be provided widely to all 1,300+ employees next fiscal year.

The purpose of my company, FUTURE SPIRAL, Inc., where I serve as representative, is:

"To contribute to the creation of a well-being society by sharing learning and inspiration throughout the world."

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Although my place and role have changed, I am working hard every day toward realizing this company's purpose, based on the DNA and experience I cultivated during my 24 years at Sony.

Fittingly, it is said that Sony's operating profit for fiscal year 2024 is expected to reach a new record high.

Together with Sony, I want to continue to be free and open-minded, keeping the Sony Spirit in my heart. I hope to continue to spiral up while honing my skills through mutual encouragement.

*The details of my life story, briefly introduced here, can be viewed on this website.

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