→https://www.assentia-hd.com/blog/2724/
こっちにいて思うのは仕事のスピードの早さだ。
会社設立にしても物件決定にしてもすこぶる早い。
(エスカレータも日本の1.5倍くらいのスピードで動いてるけど。。。)
すべてがスピーディーに決まって行く。 まず、日本と比べて意思決定の仕組みが違う。
ローカルオーナー企業の場合は意思決定が早くて当然だが、日本から進出した企業が戦うべくはそこだけではない。
韓国や中国からの進出企業とも戦うこととなる。 彼らの方がローカル企業以上に意思決定が早かったりする。
本国への報告、相談、検証、FSが早いのか？ 否、そうではない。
詰まるところ現地法人に全意思決定権があると言うことだ。
日本の企業の場合、最近でこそすこし変わってきているが現地法人の役割はあくまで調査機関であり、報告機関だ。
日本の本社の許可を得るための調査機関であり、意思決定機能はない。
現地法人が調べ、そして日本本社の事前許可を取る。全てがそう。
この事前許可が曲者（くせもの）で
・現地法人は事前許可が取れれば自分の責任がなくなる、もしくは軽くなると考える。そしてそのための調査を行う。
・日本本社は、現地がよくわからないままに現地法人の報告を信じ込み。 そして安易に現地法人に許可を出す。
それぞれがそれぞれに少しずつ責任を転嫁して安心する。。。徐々に責任が薄まっていく。
またコンプライアンスがあるからといって、現地法人の活動すべてに制約制限をかける。
これでは責任感の醸成などできる由もない。。。中国も韓国企業もも現地法人がすべての権限を持って動く。
失敗も当然現地法人であり社長の責任。 当然、成功も現地法人の成果だ。
すべての責任が自分にあり、失敗すると首となることも覚悟だから考える、必死に考えて動く。
日本のような報告、事前許可を取るための活動とは質も量も全く違う。
ここが大きく違うと思うんです！！！！！日本企業さん！
本当に成功したいのか、 それとも失敗をしたくないだけなのか。 ここが分水嶺。
さてどうする！？
アセンティア ホールディングス
Akira Tauchiya
To Bridge Between Japan and Asean!
English ↓
I think that the speed of work here (Singapore) is very fast.
Whether it is setting up a company or deciding on a property, it is extremely fast. (The escalator is moving about 1.5 times faster than in Japan...)
Everything is decided quickly. First of all, the decision-making system is different from that in Japan.
It is natural for a locally owned company to make decisions quickly, but this is not the only area where companies from Japan have to fight. They will also have to contend with companies from South Korea and China. They are sometimes faster in decision-making than local companies.
Are they quicker in reporting, consulting, verifying, and FS to the home country? No, they are not. The bottom line is that the local company has full decision-making authority.
In the case of Japanese companies, the role of the local subsidiary has been changing recently, but the role of the local subsidiary is still that of an investigative and reporting organization.
It is an investigative body to obtain permission from the head office in Japan, and does not have a decision-making function.
The local subsidiary investigates and then obtains prior permission from the Japanese headquarters. All of this is the same.
This prior permission is a tricky thing.
The local subsidiary thinks that if it gets the prior permission, it will be relieved of its responsibility or lighten its load. The Japanese head office is not familiar with the local market and does not know the local market well.
The Japanese headquarters believes the local subsidiary's report without understanding the situation in Japan, and easily asks the local subsidiary for permission. The Japanese headquarters believes the reports of the local subsidiaries without knowing the local situation well, and then easily gives permission to the local subsidiaries.
Each side shifts a little bit of the responsibility to the other side, and each side feels relieved. Gradually, the responsibility is diminished.
Also, because of compliance, they place restrictions on all the activities of the local subsidiaries.
This is no way to foster a sense of responsibility. In both China and Korea, the local subsidiary has full authority.
Failure is of course the responsibility of the local subsidiary and its president. Success is also the result of the local subsidiary.
They are prepared to be fired if they fail, so they think hard and think fast.
The quality and quantity of activities are completely different from those in Japan, which are for reporting and obtaining prior permission.
I think this is the big difference. ！！！！！ Japanese companies!
Do you really want to succeed, or do you just don't want to fail? This is the dividing line.
What will you do now?
Assentia Holdings Inc
Akira Tauchiya