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236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Release Date: 02/21/2025

238 Fabio Crisafulli, Japan C&SI Alliance & Netvibes Director, Dassault Systemes show art 238 Fabio Crisafulli, Japan C&SI Alliance & Netvibes Director, Dassault Systemes

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Japan C&SI Alliance & Netvibes Director, Dassault Systemes as at December 2024 when we recorded this session. Previously Fabio was C&SI Alliance Executive, Dassault Systemes; Global Alliance Director, Strategic Business Director, Director Strategic Pursuit Team, Director Mechatronics Solution at Siemens Digital Industries Software; Project Manager Promec Automotive. Summary A seasoned leader with extensive experience in Japan, he highlights the unique challenges and adaptations required to lead effectively in a Japanese business environment. Having transitioned from a Western...

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237 Orjan Pettersson, Managing Director, Profoto KK show art 237 Orjan Pettersson, Managing Director, Profoto KK

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Previously, Orjan was Director of Sales, Japan at iPoint Systems gmbh, Area Sales Manager Thule Group, Director of Sales & Marketing Asia-Pacific, BA Bags/President Thule Japan, Directeur des ventes VB Autobatteries S.A.S., Regional Sales Manager East & SEA Optima Batteries, Johnson Controls, Import and Export Coordinator Aichi Sangyo. He has a Masters Degree in east Asian studies from Stockholm University Orjan Pettersson’s leadership journey in Japan is shaped by his deep understanding of the local culture, his ability to build trust, and his belief in the importance of personal...

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236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan show art 236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Previously Alan was Executive Advisor, Nikkei; Chief Commercial Officer at Exceedo; Head of Asia, Pearson, President and Representative Director Pearson Japan; Director of Client Services and Marketing Phoenix Associates; Director Asia, Soshigakuen Group; Director and COO Metropolis Japan. He has a BA in International Relations from Victoria University, Wellington. Summary Alan Malcolm provides key insights into leadership, shaped by his extensive experience in Japan’s business environment. Malcolm’s leadership philosophy revolves around building trust, understanding individual...

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235 Michael Witt, President ,Nicole Racing Japan LLC show art 235 Michael Witt, President ,Nicole Racing Japan LLC

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Previously Michael was Vice-President Sales and Marketing Nicole Racing, Senior General Manager BMW Alpina, Rolls-Royce, Ferrari, Nicole Automobiles, General Manager Sales Division BMW Alpina Nicole Automobiles, General Manager Aftersales BMW Australia, Director Aftersales BMW Japan Corp, Department Head Price and Volume Planning Aftersales BMW Group, Strategic Consultant Accenture.  He has a Master’s Degree in Business Administration from Otto-Friedrich Universitat Bamberg. Leading in Japan presents unique challenges and opportunities that require adaptation and a deep understanding of...

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234 Itai Yanai, COO, Plus500 show art 234 Itai Yanai, COO, Plus500

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Previously Itai was the Country Manager for Trax Retail, Co-Founder and Acting CEO for ABJ Japan, Managing Director ImpacTech, Director of Business Development APAC Kyodo International Corporation Japan, Sales Manager Moroccanoli Japan, . He has a Masters Degreee in Media and Governance/ Environmental Innovation from Keio Univerity and a BA from Tel Aviv University in East Asian Studies. Itai highlights that Japanese employees value humility in leadership. Foreign leaders should initially adopt a learning mindset, showing a willingness to understand local practices and seek guidance from their...

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233 Hartmut Pannen, CEO K.K. Irisu show art 233 Hartmut Pannen, CEO K.K. Irisu

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Previously Hartmut was a Partner at Bizits Partners, Senior Consultant at z-anshin, Managing Director at TRUMPF Japan, Managing Director at TRUMPF United Kingdom, Managing Director TRUMPF Japan.  He graduated with a Master of Science from Penn State University, and a degree in Industrial Engineering from Technische Univeritat Clausthal. Summary Hartmut has built his leadership philosophy on trust, adaptability, and a deep understanding of Japan’s business culture. His experience leading organizations in Japan has taught him that success is not just about implementing strategies but...

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232 Koji Endo, Chairman, Kai Group show art 232 Koji Endo, Chairman, Kai Group

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Koji Endo's approach to leadership in Japan offers valuable insights into navigating the complexities of running a business in a culturally rich and nuanced environment. As the third-generation leader of the Kai Group, Endo inherited a legacy steeped in tradition and innovation. He took over the presidency at 33, following the sudden passing of his father, and transformed the company from a predominantly domestic enterprise into a global brand. This journey required balancing respect for the past with a vision for the future, a common challenge in Japanese family-run businesses. Endo’s...

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231 Corinne Southarewsky, COO Axa Japan show art 231 Corinne Southarewsky, COO Axa Japan

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Previously, Corrine was the Chief Distribution and Chief Claims Officer AXA XL APAC Europe and XL Insurance Company SE, Head of Claims XL Insurance company SE & AXA XL Business Unit APAC Europe, Head of Global Claims Operations, Global Chief Claims Officer, CEO Protexia France, Allianz France.  She graduated in engineering from Ecole nationale des ponts et chaussees and has an MBA from College des Ingenieurs. Summary Corinne Southarewsky’s approach to leadership in Japan blends her extensive global experience with an acute sensitivity to local cultural dynamics. Transitioning to her...

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230 Irina Menshikova, President, Amway Japan show art 230 Irina Menshikova, President, Amway Japan

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Previously Irina was Amway Russia Chairman of Liquidation Committee, Managing Director Russia, Ukraine and Central Asia, Vice-President Sales and Operations Russia, Director of Sales and Marketing Oriflame Kazakhstan, Supervisor Reporting Philip Morris Kazakhstan.  She has an MBA from the University of Manchester Business School, and a Ph.D. from Bauman Moscow State Technical University.   Summary Leading effectively in Japan requires a nuanced understanding of its unique cultural and social dynamics. Irina Menshikova, President of Amway Japan, emphasizes the importance of patience,...

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229 Aytekin Yildiz, APAC Cluster CEO Group BEL, President Bel Japan show art 229 Aytekin Yildiz, APAC Cluster CEO Group BEL, President Bel Japan

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Aytekin previously was Greater Turkey Cluster General Manager, Turkey Country Manager, CFO Turkey, Sales Controlling Group Manager Paris Groupe Danone, Project Manager, Sabanchi Holding Danone JV.  He has a BA Business Administration from Bogazici University and MA Finance & Accounting from Marmara University.   Summary Aytekin Yildiz, APAC Cluster CEO of Group Bel and President of Bel Japan, shared insights from his two-and-a-half years in Japan during this interview. Having a background in finance, he transitioned into leadership roles through deliberate career moves and...

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Previously Alan was Executive Advisor, Nikkei; Chief Commercial Officer at Exceedo; Head of Asia, Pearson, President and Representative Director Pearson Japan; Director of Client Services and Marketing Phoenix Associates; Director Asia, Soshigakuen Group; Director and COO Metropolis Japan. He has a BA in International Relations from Victoria University, Wellington.

Summary

Alan Malcolm provides key insights into leadership, shaped by his extensive experience in Japan’s business environment. Malcolm’s leadership philosophy revolves around building trust, understanding individual motivations, and balancing the expectations of both local teams and global headquarters.

Malcolm emphasizes the importance of earning trust, both from his team and senior management. He describes leadership as a process of aligning corporate goals with individual motivations, ensuring that employees feel engaged and valued. He highlights that different cultures have distinct drivers: Western employees may be more motivated by financial rewards and career progression, while Japanese employees often prioritize team success, stability, and recognition. Understanding these nuances has helped him bridge cultural gaps and manage teams effectively.

A crucial challenge Malcolm faced was transitioning from being a team member to a leader. He admits that early in his career, he tried to be liked by everyone, avoiding difficult conversations. However, he later realized the need to make tough decisions while maintaining relationships. He learned to balance accountability and empathy, ensuring that both corporate expectations and team needs were met.

Malcolm also stresses the importance of authenticity and consistency. He believes that leaders should be the same person in all situations, avoiding drastic changes in behavior depending on their audience. This consistency builds credibility and trust within the team. He also practices transparency, openly sharing corporate goals and personal feedback he receives from senior leaders. By doing so, he demonstrates vulnerability, which he believes strengthens, rather than weakens, leadership.

One of Malcolm’s key strategies is fostering engagement by actively listening to his team. He encourages employees to contribute ideas by providing structured frameworks rather than dictating solutions. He has learned to ask thought-provoking questions that prompt deeper thinking, rather than imposing his own answers.

Regarding cultural adaptation, Malcolm advises new leaders in Japan to immerse themselves in the environment rather than relying on outdated business stereotypes. He advocates for learning the language, engaging with local employees, and integrating into the community to build credibility and effectiveness as a leader.

Ultimately, Malcolm defines leadership as making decisions and developing people. He believes a successful leader provides the necessary structure, support, and vision while ensuring that the team is motivated to achieve common goals.