This book is all about the "Model RJ" (Model Resolute Japan) "phenomenon." The authors describe this model as one that "combines key elements of the Western canon with traditional Japanese principles that place special value on the perpetuity of the company." I truly enjoyed the broad array of case studies and snippets from interviews across an impressive cast of characters based in Japanese companies. At the same time, I couldn't quite wrap my mind around the concept ... there doesn't seem to be anything special here ... the case studies and quotes did little to prove that certain CEOs in Japan are doing anything differently ... and the last chapter, which was framed as offering something to the US and China (why those countries? Hm) fell flat, without a single connection to the business goings-on in either of those nations. Frankly, being here in Japan ... I found a lot of what was written (and what the interviewees said) hard to believe. Japan is all about hierarchies. It's caked into the system. I experience legal pay discrimination because of the "seniority driven lifetime employment" and it's definitely not "given way to job requirements and performance metrics," which are equally skewed towards Japanese men who stay the path! I also noticed how the interviewees/authors (hard to know given how it's written) assumed men. All the time. So much for "human-centred" and "diverse"! The authors also keep admitting throughout the text that this model sounds suspiciously Western ... and that, for me, was the kicker. A good portion of the examples are either about Japanese men who grew up elsewhere or lived abroad for a long time, or (Western/American) men who come here. Finally ... and this isn't just a problem with this text ... I'm rather tired of Japanese words being reimagined for foreign audiences. For example, the whole argument about charismatic leaders vs. Japanese CEOs who have ningenryoku (人間力) was just playing with words. I think charisma also "draws all to the big boss when at the frontlines." In the end, I feel I've had a glimpse into how Japanese leaders are viewed/view themselves (when on record, at least) ... but not much else.

This a special book that reflects a Japanese way of leadership and doing business. Many things can be learned from the book and there are some to mention for the review. Sometimes it makes sense to research promising business models to borrow for strengthening leadership in your own company. As a leader you need to make sure that your company flywheel generates not only shareholder return but also returns for your other constituencies. Building a sustainable business requires sustainable growth and for sustained growth a leader needs to look to distant gains and bring that future into present leadership, making the long term long and devising a pathway to get there. The key to success is the team you lead, this being an inspiring and approachable leader is very important.