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