By Wonsuh Song
At the 38th CEO Forum hosted by the Korean Chamber of Commerce and Industry in Japan, I was reminded of the structural challenges embedded in Japanese corporate culture and the possibilities for change. Mamoru Morita of Hitachi remarked that “in organizations composed solely of long-serving Japanese employees, opinions become so uniform that internal problems remain invisible.”
What impressed me was not just the observation, but the fact that Hitachi—an immense organization with over 300,000 employees across its former subsidiaries—had the courage to confront this issue head-on. By bringing in external executives and opening itself to new perspectives, Hitachi acknowledged its own limitations and sought transformation from within.
This is not an isolated case. Across Japan, many organizations remain male-dominated, seniority-based, and resistant to change. Such groups rely on stability and long-standing routines, but their very uniformity often prevents them from seeing problems or embracing innovation. Decision-making bodies end up becoming “cloned organizations,” where consensus gives the illusion of strength but masks the absence of genuine diversity.
Hitachi’s efforts to break free from this mold are deeply significant. By welcoming external viewpoints, grounding itself in values such as harmony, sincerity, and a pioneering spirit, and fostering a culture where mistakes can be acknowledged and corrected, the company is redefining what corporate leadership can mean in Japan. This explains why Hitachi has managed not only to survive but to thrive as a global competitor.
Large organizations are notoriously difficult to change. Yet Hitachi’s example demonstrates that transformation begins with recognizing one’s blind spots and actively inviting diversity. Change is not imposed from outside—it begins with the courage to shift internal culture.
From this forum, I left convinced that Japanese corporations as a whole need to follow this path. Innovation and evolution should not be feared; they are essential for survival. Japan’s future corporate vitality depends on whether more organizations will have the courage to walk this road.
Wonsuh Song (Ph.D.)
Full-time Lecturer, Shumei University / NKNGO Forum Representative
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