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JSC Business Week 4 part 1 Three Gods of Japanese Business

Explore the leadership philosophies and strategies of the legendary CEOs Konosuke Matsushita, Soichiro Honda, and Kazuo Inamori, and how they shaped Japanese business culture.

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JSC Business Week 4 part 1 Three Gods of Japanese Business

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  1. JSC Business Week 4 part 1Three Gods of Japanese Business Doyoung Park Osaka Gakuin University

  2. World’s Most Respected Leaders • Bill Gates, Microsoft • Jack Welch, GE • Carlos Ghosn, Nissan • Warren Buffett, Berkshire Hathaway • Michael Dell, Dell Financial Times 2008

  3. Criteria of Top Leaders • Skill to make a profit • Business philosophy • Role Model

  4. Japan’s most respected CEO • Konosuke Matsushita, Panasonic • Soichiro Honda, Honda • Kazuo Inamori, Kyocera Sumitomo Insurance Survery, 2007

  5. Three Gods of Japanese Business

  6. 1894-1989 Matsushita Electronics Matsushita Panasonic JVC Victor Technics National Konosuke Matsushita

  7. Konosuke Matsushita • God of management • Japan’s most respected business leader • Matsushita Leadership by John Paul Kotter, Simon and Schuster (1998)

  8. Matsushita Management • “Matsushita makes the people and also produces electronics.” • Management of Human Resource

  9. Matsushita Business 10 Lesson • Love Your Job To Do It Well • Do What Common Sense Dictates • Follow the Laws of Nature • A Leader Should Have a Vision • Dreams Should Be Shared • Management Is Perpetual Creation • Don't Assume That Something Is “Impossible“ • Transparent Management Fosters Growth • Dam Management • Bad Times Have Their Bright Side

  10. Core Values of Matsushita Management • How to Manage Manpower • Life-long employment • Job sharing to keep employment during the Great Depression 1930s • Employees’ welfare • How to Prepare for future Crisis • Strengthen the internal infra-structure • Equipment dam, capital dam

  11. Wind of Change in Employment • Part time laborers in manufacturing industry, 2002 • Increasing part time laborers – Reducing employment cost • Economic crisis 2008 – massive lay-offs • Vanishing life-long employment tradition

  12. Economic Malignant Cycle • Business slump-Lay-off – lower income – lower purchase power – business slump

  13. Tent City for Jobless

  14. Philip Kotler, Northwestern University • Old Normality: Recession – Recovery • New Normality: Age of Crisis • Chaotics Model

  15. Matsushita for Crisis • How to stable employment security • How to prepare the crisis • Matsushita model again?

  16. 1906-1991 Honda Motor Co. Soichiro Honda

  17. Honda Management • Separation of ownership and management • Famous retirement story • No Hondas in the executive group • Different from Toyota • Enthusiasm for cutting-edge technology • Engineer CEO • Quick Communication • No president’s room

  18. Honda Motto • “Don’t be afraid of failure, be afraid of doing nothing.”

  19. Honda Super Cub World’s best selling motor cycle, 1958-1991, 27,460,000

  20. Pursuing High Technology

  21. Technology for Crisis • Competition with Toyota • Sales slump • Join F-1 • Power of Honda engine • 11/16, 1987 • 15/16, 1988

  22. Honda of Technology • Created Honda brand image • Shokunin CEO • Engineer paradise

  23. 1932- Kyocera KDDI Kazuo Inamori

  24. Electronics, sola battery, parts • Ceramics • 189 companies • 66,496 employees • No deficit for 49 years

  25. Ameba management • Small groups in a whole company • Independent accounts • Individual management • Inside sales • 3000 amebas in Kyocera

  26. Sony’s Attempt • Individual groups in the company • Vertical communication • Sharing information • Internal competition • Failure • Closed mind • Lost communication • Group egoism

  27. Core of Ameba Management • Cooperation of an employer and employees • Everyone is a manager • Company as an extended family • Sharing the vision • Management ethics • Honor reward

  28. Reality • Panasonic • Massive deficit • Laid off 15,000 employees • Closed 27 factories • Honda • Under the shade of Toyota • Behind the hybrid vehicle • Lost the market share in Japan

  29. Return of the Japanese Value • Focusing on human resource • Techonology • Sharing the vision

  30. Next Session • Discussion • Personal opinions on Japanese ways of business administration • Early course evaluation • Current grade report

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