Part-2: Learning from Japanese

Touch perfection in every activity you do
Detail out your thoughts, write little in words, and speak even little. But produce the perfect one, this is what Japanese appreciate.

Old is experienced is now an ado
Young engineers and managers are approachable. But respect to older ones never dies out, both in private & public.

Learn Japanese, as most documentation needs translationThey appreciate this, and don’t think that their jobs would be stolen!

You are rated; so you should not improve punitivelyBeware not to make wrong commitments, revisions and mistakes.Think.Think, before you speak, ask for time before commiting.

Modest Claims
Don’t bite more than what you can chew!. Prove in a small portion/project and then approach for a bigger one.

Small is beautiful
Little organizations are sometimes highly skilled or specialized. Their presence cannot be ignored in the Japanese industry, at any time.

Trust your partner
Every thing starts from trust. Further projects & relations only build or break this. So, make them feel this in your initial knocks, or call/hook one of them

Give a listening ear
Not always hai wakarimas. Let them know when you are not clear and need a detail. They would be ready to respond.

Sporadic behaviors
Sometimes Japanese are very unpredictive, they give a listening nod, but not to convey what they think. Silence, is good , but check the pulse.

Part-2: Storyboard CEO

My company

My company was a small & cozy nest to its occupants. The company was focused on software systems development projects to Japanese customers, and simultaneously provided a little captive expertise to its US owners. This business mix remained steady from its inception and it was this fertile arena that provided for its competence development & sustenance. My companies’ competence lies in its operations, particularly in its tacit technical -customer-work-employee relation chain. Let me explain-

My company’s technical skills were its assets. These assets lied with its resources, which were keen to learn to get the exposure. Exposure opportunity came with readily by the means of captive operations of US owners, at a low cost. These built expertise and talents to leverage with on operations of external projects to customers. Customers, the Japanese, were very demanding and leveraged the talents to business benefits and thus grew a two-way relationship. Employees benefited on the quality of life both on-job and off-job.


What is so unique?

The uniqueness of the company lay in its culture nurtured and its purpose of existence. One of the conscious motives envisioned by its promoters was to tap the high-literate background & technical competent resource pool that locally existed (in state of kerala, from state R&D centers, engineering colleges & polytechnics). Leveraging this to counter the general opinion that a service-sector based knowledge industry climate can be set-up was the secondary objective.


…As the company stands today

Both the objectives, envisioned by its promoters were accomplished!!!

Part-1: Learning from Japanese

Create self sustaining processes & mutually depended teams
Independent verification and checks by one another would sustain process. Do not try to manage the process. Allow the teams to interact, manage the results.

Be transparent & factual in communications
It is better to judge your counterpart and in many cases tell your shifts in commitments, with proper reasons. Frequent and detailed communications prove very helpful.

Create Win-Win relationship
Treat your counterpart as your partner. Make him win and feel proud. Victory beckons you!

Plan realistic and keep with the plan
Commitments with clarity are very much appreciated. Open talk, without much homework should be avoided.

Put your heart & thoughts to work for innovative solutions
Slog out! You are considered experts( as most Japanese are !). Prove yourself in early stages, but keep proving!!!

Mistakes/Bugs are to be frowned and ownership taken Critic them; not the owner
Mistakes are natural, but not to be repeated. A mistake should be owned & repented for. And in many cases make a case in point to prove you are right, if it isn’t a mistake, but a genuine misunderstanding