Interviews with business leaders and features on the future of work.
Start with whichever story speaks to you.
Published 24 stories
After losing my family and business in the earthquake, I started work again in Osaka. From the history of Tokuji Hayakawa, we will consider the power to connect experience to new areas and the places where people can demonstrate their abilities.
Taking on new industries and pouring the power gained through business into culture. In Shojiro Ishibashi's footsteps, there is another management question: what to leave behind after success.
After losing the overseas business base due to defeat in the war, the work we handled changed. What should we change and what should we protect? Deciphering Sazo Idemitsu's reconstruction from its specific measures.
Chicken ramen created at the age of 48. The clue to his next invention was found in the unusual way people from other countries eat noodles.
Even if we build a distillery or perfect the taste, the market doesn't necessarily respond. Read the challenge that has taken time to improve and mature.
Houses, trains, department stores, opera. What connected these seemingly disparate businesses was a perspective that saw each customer's life in its entirety.
In 1936, the founder stands repairing a broken down truck. We trace the history of looking at the people beyond the products, all the way to the bitter turning point in 1950.
Five years passed from the declaration of participation to the first race. The challenge of the Isle of Man TT was a story of turning the size of a dream into a researchable problem.
Production was halved while daily wages stayed the same. The decision Matsushita made during the recession of 1929 offers a way to think about management that considers both people and profits.
Repairing an old chair changes the way a business works. A second-generation workshop leader reflects on the lives lived with the furniture they make.
Work worth preserving. Reasons to change. Decisions to entrust to the next person. Three questions for thinking about business succession in your own words.
What he inherited was more than a company: it was the aspirations of its people. A third-generation leader reflects on carrying the culture of wood a hundred years into the future.