Manabu AizawaI would like to use my example to bring more creativity to Japanese culture Working with Czech colleagues inspires me

Exclusively for TRADE NEWS, we spoke with the President and CEO of the Japanese company AMCON Inc., Mr. Manabu Aizawa.

In Japan, AMCON Inc. won the acclaimed “SMALL GIANTS AWARD 2023-2024” award in Japan, granted by Forbes JAPAN. The company won thanks to its high-end technological solutions and service, but the appointment of a new CEO also played a role here. What made this appointment so unique?

In Japan, there are many SMEs that have fantastic technology, strong sales, but face a literally existential problem - they have no successors. At the same time, the Japanese market is very conservative and many CEOs and company founders would like to see their children, sons in particular, as their successors.

In the case of AMCON Inc. last year, I was surprisingly selected as the new CEO at the age of forty from among the company's employees. This has created a precedent in the conservative Japanese society, showing that such a thing is possible. This decision is unique and I hope it will show how the succession problem in Japanese companies can be solved. And yes, I agree this has also contributed to the fact that we received the “SMALL GIANTS AWARD 2023-2024”.

Innovation comes first

I understand what you are saying about the existential problem of Japanese companies. The second reason why leadership change happens is that new management brings new ideas and strategies. What new things are you bringing to AMCON?

I understand that the reason why I was selected as the new CEO was that the previous CEO wanted a change. He wanted me to bring this change and new culture to the company. And I was always very good at coming up with new ideas. I would always connect different ideas and create something new. They say I'm the most creative person in Yokohama, and I believe I am. Since my appointment, I have already come up with two to three hundred ideas that I would like to gradually implement in the company. So far, we have started implementing smaller changes and some of the big ones that are already possible. We would like to continue with the implementation in the next year or two.

In Japan, we have such a mindset that we follow orders and stick to patterns and examples from the past. So the Japanese are not very good at generating new ideas, they are not very creative. That's something I'd like to bring to Japanese culture in general, I'd like to try to enable people to create and think freely.

From what you’ve said, I have this impression of two Japans: one is more conservative, and the other, say, more progressive. How do representatives of these two approaches communicate with each other? Specifically, how do you communicate with more conservative managers?

I hope I understand the question correctly and that I will answer it correctly. As I mentioned before, for Japan, I am a young CEO. For example, as part of the award, twenty CEOs meet every month - and I am the youngest among them. Most are in their fifties or sixties and have more experience than I do. How do I try to communicate with them? I try to be as resourceful and sophisticated as possible, and also respond in discussions in this manner. I try to do my best and always go above and beyond what is required of me.

How does this look like at AMCON?

Even in AMCON senior management, I am the youngest. And when I was appointed CEO, no one was against it. Because they see my potential in real-world situations when we try to find a solution to a problem. I always come up with a reasonable and useful answer and show great effort to solve the problem. That convinces even the more conservative management members.

Why Czechia?

The other two questions are related to the Czech Republic and AMCON Europe. Why did you decide to establish a subsidiary here?

I joined AMCON about eight years ago, so the history of AMCON Europe is longer than my own with the company. But I know why AMCON chose the Czech Republic to establish a subsidiary in Europe. These are the five reasons, from what I’ve heard:

1. The Czech Republic’s location in the heart of Europe.
2. Advanced manufacturing industry.
3. Relatively low cost.
4. Subsidies. At that time, we were able to obtain government subsidies in Japan to build businesses/subsidiaries in the Czech Republic.
5. Relationships and contacts.

What do you think our cultures and nations have in common and what is different in business and in life in general?

Thank you for that question. The last six months have been very interesting for me. It was a time for me to really and deeply understand the differences in the customs and culture of Japan and the Czech Republic. I understand that there are differences in norms, customs and culture. And I also want to emphasize that we won’t impose Japanese customs, rules and guidelines on the Czechs and the Czech subsidiary just because we are a Japanese company.

We have different perceptions of both the way of work and life. I personally am an extreme workaholic, I work almost every day until ten in the evening, I work on weekends. This is not something that is generally shared, it is not a shared value here in the Czech Republic and it is not something that I would like to impose on the Czechs and our local subsidiary. On the contrary, I would like to see, just like what I’m seeing now during this visit to Prague, that our employees have a smile on their face and look happy, because that makes me happy too. I understand that work-life balance is important to you, and it's something I will support.

What I have also learned during the past six months, as I have been dealing with the Czech Republic and our local subsidiary, is that I do not want to impose anything on you and that it is my duty to maintain a good relationship with you. That's my philosophy.

Mr. Aizawa was interviewed by Martina Hošková

Photo credits: Luděk Krušínský