{"id":3476,"date":"2025-03-17T15:22:15","date_gmt":"2025-03-17T06:22:15","guid":{"rendered":"https:\/\/www.japanconsultingoffice.com\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/"},"modified":"2025-07-08T23:56:04","modified_gmt":"2025-07-08T14:56:04","slug":"die-erneuerung-der-japanischen-geschaeftskultur-teil-3","status":"publish","type":"post","link":"http:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/","title":{"rendered":"Die Erneuerung der japanischen Gesch\u00e4ftskultur (Teil 3)"},"content":{"rendered":"\n<p><em>(Autor: Nikolaus Mach-Hour, Head of JCO Germany \/ VP global strategy)<\/em><\/p>\n\n\n\n<p>After discussing changes in <a href=\"https:\/\/www.japanconsultingoffice.com\/de\/the-rejuvenation-of-japanese-business-culture-part-2\/\"><b>HR <\/b><strong>strategies as well as<\/strong> <b>policies on gender, inclusion and diversity <\/b><\/a> in the second part of the series, in this third installment we will review changes to the way Japanese companies organise work.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><b>Changes at the workplace<\/b><\/h3>\n\n\n\n<p>At the risk of sounding hyperbolic, one could argue that before the pandemic, the overwhelming majority of Japanese management showed an almost \u201callergic\u201d reaction to any demands for work-from-home options.<\/p>\n\n\n\n<p>Japan still partially has a work culture that prizes long hours in the office and a willingness to run every topic by other colleagues and departments to achieve consensus.<\/p>\n\n\n\n<p>But the younger generations of Japanese simply do not want to stick it out in work environments that do not meet their expectations any longer. Based on data from the <a href=\"https:\/\/www.nippon.com\/en\/japan-data\/h01324\/not-a-good-match-almost-one-in-three-japanese-graduates-quit-first-job-within-three-years.html\">Japanese trade union confederation<\/a> in 2022, over the years the percentage of new recruits who quit jobs at major companies within the first three years has risen to 26.5%.<br>Although change was already slowly underway, the 2020 pandemic, as a catalyst, brought upon a major reimagining of work styles in Japan.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Some of these changes<\/strong><\/h3>\n\n\n\n<p><strong>A.<\/strong> After being forced to switch to WFH in 2020, many of our customers have found the new remote ways to work rather more effective than initially feared. Most are now reorganizing all aspects of the organization (e.g. remodeling their office spaces to move away from the long rows of desks of the past) to reflect a less rigid notion of \u201cwork\u201d. One of the smaller but very useful side effects is the fact that the Japanese staff are now much more used to having short term and more informal video meetings via MS teams or similar communication channels. This drastically reduced the number of business trips compared to 2019 when almost everything had to be discussed \u201cin person\u201d even if that person was on another continent.<\/p>\n\n\n\n<p><strong>B.<\/strong> Some companies are establishing decentralized \u201coffice hubs\u201d that can be used to work out of in order to reduce the number of staff being rotated within Japan. There are also plans to move some HQs out of the big metropolises into smaller cities. Generally, while there are some companies that intend to fully return to \u201c5 days a week\u201d in the office, the majority is offering at least partial WFH options not only to staff outside of Japan but also to Japanese staff working in Japan.<\/p>\n\n\n\n<p><strong>C.<\/strong> We see a new trend by Japanese HR departments to feature individual, mostly young Japanese and non-Japanese employees in internal and external messaging (e.g. LinkedIn) to showcase what they are tasked with while at the same time mentioning their hobbies and interests outside of work. While this might seem like standard employer branding that all modern companies engage in, for Japanese organizations at least, it is a far cry from the \u201clet us focus on the group and not raise one member above the others\u201d attitude of days past.<br>All in all, there seems to be a growing understanding to provide more room for individualism.<\/p>\n\n\n\n<p><strong>D.<\/strong> Japan\u2019s approach to distributing tasks and making decisions traditionally leans on generalists that are educated to collaborate in larger and flexible teams. But for some years now this system, infamous for its rather low \u201coutput per man hour\u201d, has been overhauled to make way for a more Western approach using smaller teams consisting of more specialized people.<br>One very large JCO customer even published an interview with the Japanese CHRO on their company website in which he announced a full move to \u201cjob-based HR management\u201d that would completely do away with the traditional generalist approach.<\/p>\n\n\n\n<p><em>(Ende dritter Teil)<br><\/em><span class=\"VIiyi\" lang=\"de\"><span class=\"JLqJ4b ChMk0b\" data-language-for-alternatives=\"de\" data-language-to-translate-into=\"fr\" data-phrase-index=\"0\" data-number-of-phrases=\"1\"><span class=\"Q4iAWc\">In der n\u00e4chsten und letzten Folge dieser Serie werden wir uns mit den wichtigsten \u00c4nderungen in Gesch\u00e4ftsstrategien von JCO Kunden befassen.<\/span><\/span><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>(Autor: Nikolaus Mach-Hour, Head of JCO Germany \/ VP global strategy) After discussing changes in HR strategies as well as policies on gender, inclusion and diversity in the second part [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":3338,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[96],"tags":[],"class_list":["post-3476","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-people-management-2"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Die Erneuerung der japanischen Gesch\u00e4ftskultur (Teil 3) - Japan Consulting Office<\/title>\n<meta name=\"description\" content=\"C. We see a new trend by Japanese HR departments to feature individual, mostly young Japanese and non-Japanese employees in internal and external messaging (e.g. LinkedIn) to showcase what they are tasked with while at the same time mentioning their hobbies and interests outside of work. While this might seem like standard employer branding that all modern companies engage in, for Japanese organizations at least, it is a far cry from the \u201clet us focus on the group and not raise one member above the others\u201d attitude of days past.All in all, there seems to be a growing understanding to provide more room for individualism.\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"de_DE\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Die Erneuerung der japanischen Gesch\u00e4ftskultur (Teil 3) - Japan Consulting Office\" \/>\n<meta property=\"og:description\" content=\"C. We see a new trend by Japanese HR departments to feature individual, mostly young Japanese and non-Japanese employees in internal and external messaging (e.g. LinkedIn) to showcase what they are tasked with while at the same time mentioning their hobbies and interests outside of work. While this might seem like standard employer branding that all modern companies engage in, for Japanese organizations at least, it is a far cry from the \u201clet us focus on the group and not raise one member above the others\u201d attitude of days past.All in all, there seems to be a growing understanding to provide more room for individualism.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/\" \/>\n<meta property=\"og:site_name\" content=\"Japan Consulting Office\" \/>\n<meta property=\"article:published_time\" content=\"2025-03-17T06:22:15+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2025-07-08T14:56:04+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/stage.japanconsultingoffice.com\/wp-content\/uploads\/2025\/03\/Bild2-scaled-1.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"893\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"admin\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Verfasst von\" \/>\n\t<meta name=\"twitter:data1\" content=\"admin\" \/>\n\t<meta name=\"twitter:label2\" content=\"Gesch\u00e4tzte Lesezeit\" \/>\n\t<meta name=\"twitter:data2\" content=\"3\u00a0Minuten\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/\"},\"author\":{\"name\":\"admin\",\"@id\":\"http:\/\/stage.japanconsultingoffice.com\/#\/schema\/person\/ef60643f4f471c2aa8d02ee95b8aff68\"},\"headline\":\"Die Erneuerung der japanischen Gesch\u00e4ftskultur (Teil 3)\",\"datePublished\":\"2025-03-17T06:22:15+00:00\",\"dateModified\":\"2025-07-08T14:56:04+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/\"},\"wordCount\":641,\"commentCount\":0,\"image\":{\"@id\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/#primaryimage\"},\"thumbnailUrl\":\"http:\/\/stage.japanconsultingoffice.com\/wp-content\/uploads\/2025\/03\/Bild2-scaled-1.jpg\",\"articleSection\":[\"People Management\"],\"inLanguage\":\"de\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/\",\"url\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/\",\"name\":\"Die Erneuerung der japanischen Gesch\u00e4ftskultur (Teil 3) - Japan Consulting Office\",\"isPartOf\":{\"@id\":\"http:\/\/stage.japanconsultingoffice.com\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/stage.japanconsultingoffice.com\/de\/die-erneuerung-der-japanischen-geschaeftskultur-teil-3\/#primaryimage\"},\"thumbnailUrl\":\"http:\/\/stage.japanconsultingoffice.com\/wp-content\/uploads\/2025\/03\/Bild2-scaled-1.jpg\",\"datePublished\":\"2025-03-17T06:22:15+00:00\",\"dateModified\":\"2025-07-08T14:56:04+00:00\",\"author\":{\"@id\":\"http:\/\/stage.japanconsultingoffice.com\/#\/schema\/person\/ef60643f4f471c2aa8d02ee95b8aff68\"},\"description\":\"C. 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