Traditional Japanese strengths have helped Japanese corporates attain great success in the fifty years or so after World War II. However, with their domestic market shrinking, they now need to step out into global markets to seek growth. Yet, the global world is one where different perspectives, speedy decisions and out-of-the-box innovation are essential. How should Japanese business leaders embrace diversity, take risks and empower their people?
Mainland China’s senior business leaders have been shaped by different influences. Their Chinese heritage rooted in Confucianism, rapid ascent from the Cultural Revolution till today, and the specific organisation that they work for are some factors. As China evolves, so must its leaders and their businesses. How should they do so? Beyond exporting goods and services, can they export true global leaders for the world?
The Thai way of leadership assumes a hierarchy. However, competition from the region is forcing leaders to seek new ways of growth. Thailand’s next-gen leaders - in contrast to their risk-averse predecessors - are also ambitious to grow faster. Yet, new and better solutions are only created when everyone dares to speak up and share their ideas. Can Thailand's entrenched hierarchy evolve?
There are Filipino leaders – typically of local, family-owned businesses – who adopt an autocratic style. There are others – typically with international experiences and exposure – who focus on driving a performance-oriented, merit-based organisation. Going forward, the signs point to a shift towards the latter. How can business leaders transform their organisations, in a manner that reconciles with ingrained Filipino values?