AOTS E-Newsletter: Management Training in Japan /Insight
2026/08/31 (Mon) 10:30
◆◇ AOTS E-Newsletter ◆◇◆◇◆◇◆◇◆◇◆◇◆
31 August 2026
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"AOTS E-Newsletter" is published by the Association for Overseas Technical Cooperation and Sustainable Partnerships (AOTS)
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*This e-mail has been sent from a send-only address.
*There have been more and more cases of subscribers not receiving AOTS E-Newsletters via Yahoo address or Gmail address. If you are using Yahoo address or Gmail address and willing to continue to receive the AOTS E-Newsletters without fail, we recommend changing your email provider to another one. It may be possible to avoid such a case by unblocking "johochosa@aots.jp" if your email provider offers such a service.
<Index>
1) Management Training in Japan (Subsidized programs)
2) Insight: Thoughts on the Management Philosophy of Various Japanese Companies
-------------------------------------------------------
1) Management Trainings in Japan (Subsidized programs)
-------------------------------------------------------
Applications for the following courses are now open! Don't miss out on this great opportunity!.
1. Human Resource Development Program towards Zero Emission in Asian Countries/ Regions (Zero Emission Programs)
1) Programs for Asia and Middle East [Language: English]
(1) The Program on Productivity Improvement - Decarbonization through Energy-Saving Improvements in Manufacturing Sites -[TPPI] *Zero Emission Program.
This program is designed for managers in manufacturing industry. By learning three approaches to energy conservation in production processes－equipment upgrades, productivity improvements, and management and operational improvements－along with specific methodologies, participants will gain the skills to improve their companies’ production processes upon returning home, promote energy conservation and CO2 reduction, and contribute to decarbonized business operations.
*The subsidy rate for this program differs from that of other programs. Please refer to the program outline for details.
Duration: From 8 December to 21 December 2026.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
2. ODA Programs
1) Programs for All Developing Countries [Language: English]
(1) The Training Program on Program & Project Management [PPTP].
Through lectures, organization visits, and exercises, participants will acquire systems and methods of Program & Project Management from both theoretical and practical perspectives.
Duration: From 13 January to 26 January 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
(2) The Program on Business Innovation and Organization Development [BIOD].
Improve the participants' leadership skills required to create business innovation and promote organizational climate reforms that will lead to business innovation.
Duration: From 20 January to 2 February 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
(3) The Leadership Development Training Program [LDTP].
Deepen understanding of practical leadership concepts, management strategies and organizational development required in DX, mainly for managers and executives, to promote the cultivation of a "leadership theory" that will serve as an axis for their own leadership, and to improve participants' own leadership skills.
Duration: From 27 January to 9 February 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
(4) The Program on Productivity Improvement Utilizing Creativity at the Gemba [PICG].
Participants learn manufacturing methods (5S, IE, Karakuri Kaizen*, etc.) that utilize the creativity of on-site (Gemba) employees and enhance their ability to identify and improve issues that promote higher productivity. The program incorporates many exercises using simulated production lines, which is expected to improve practical skills.
*Karakuri Kaizen is a registered trademark of the Japan Institute of Plant Maintenance.
Duration: From 3 February to 16 February 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
2) Programs for Latin America [Language: Spanish]
(1) The Program on Organizational Revitalization for Latin America [LAOR].
In this program, the participants will understand and examine the attitude of leaders who promote organizational revitalization.
Duration: From 13 January to 26 January 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
How to apply: Applications will be accepted via AOTS Alumni Societies. Please contact the closest one.
https://www.aots.jp/en/alumni/about/
Please visit AOTS website for more info.
https://www.aots.jp/en/what-we-do/hrd/management/subsidized/list-of-courses/
FAQ for Management Programs.
https://www.aots.jp/en/what-we-do/hrd/management/subsidized/list-of-courses/faq/
Inquiry: AOTS Overseas Cooperation Group I
E-mail: shouhei-au@aots.jp
Tel: +81-(0)3-3888-8256
--------------------------------------------------------------------------------
2) Insight: Thoughts on the Management Philosophy of Various Japanese Companies
--------------------------------------------------------------------------------
Kazuo Inamori joined Japan Airlines after the company had gone bankrupt and quickly noticed that management and the front line lacked a sense of unity. “This company is completely fragmented,” he observed. It is said that Inamori was able to rebuild the company in such a short period of time because he thoroughly instilled his management philosophy in his employees as the “JAL Philosophy,” and the entire company united as “One Team” to maximize customer value.
Inamori originally intended to leave Japan Airlines after three years. However, he was also concerned that, once he was gone, the company might revert to its old ways if left on its own. He therefore began thinking about who could succeed him and prevent the company from slipping back into its old ways. It is said that the person he had in mind at that time was Yoshiharu Ueki, who was featured in the previous column.
Ueki, a former pilot with no background or experience in management, faced tremendous challenges after becoming president. The most difficult challenge came when the government decided to give a rival airline priority in allocating the additional takeoff and landing slots at Haneda Airport that became available in 2014. Although they strongly urged the government to reconsider the decision, the company remained at a significant disadvantage compared with its rival as a consequence of its previous bankruptcy.
Ueki regarded the situation as stemming from his own shortcomings as president and blamed himself relentlessly. It was truly difficult for him. “I was in such an extreme state that I spent my days feeling grateful and relieved just to wake up each morning,” he recalls, looking back on those days.
However, a comment from a female flight attendant gave him the strength to carry on. The moment she saw Ueki, she said, “Why the long face? That’s not like you at all, Mr. Ueki. We understand that you’ve been doing everything you can and taking the heat for us. The only change was that our slots were reduced to less than half, wasn’t it? Isn’t it simply a matter of making a profit within the constraints we’ve been given? Leave the rest to us on the front line.”
At that moment, he felt as though all the weight he had been carrying had suddenly fallen away. Ueki realized that, at this company, the employees were no longer people who needed to be protected by the president, but were members who stood shoulder to shoulder with him and worked together to grow the company.
Perhaps Inamori believed that, in order to keep Japan Airlines united as “One Team,” a leader had to be loved by the employees. Inamori said to Ueki, whom he had chosen as his successor, “I’ll be watching to see when you can win the hearts of all 33,000 employees. That’s the one thing I need to keep an eye on.”
“I came to realize that a president who is not loved by the employees cannot accomplish anything. In other words, if you are loved by the employees, 70% of the president’s job is as good as done. All that remains is to continue running the business based on the right principles, and the company will do well. Perhaps that was one of the reasons Mr. Inamori chose me as his successor...” Ueki later recalled.
To be continued in the next edition.
Rikio Suma, Author
Reference: “Dialogue between Mr. Yoshiharu Ueki and Prof. Emeritus Shinji Hatta,” published in Governance Q (2024; Titles at the time of the interview)
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Others
---------------------------------------------------------------------------
<Inquiries>
https://www.aots.jp/en/contact/
<Past Issues>
https://h.bme.jp/bm/p/bn/list.php?i=hri_hida&no=all
<Unsubscribe or change your registered e-mail address>.
https://www.aots.jp/en/publications/newsletter/
*If you want to change your registered email address, please unsubscribe once with your old address and register your subscription with your new address at the above website.
<Privacy Policy>
Your personal information is protected and is not made public. Any information you provide through AOTS website and email will only be used by us to provide you with AOTS E-newsletters, occasional information and related questionnaires.
Copyright 2016
The Association for Overseas Technical Cooperation and Sustainable Partnerships (AOTS) 30-1, Senju-Azuma 1-chome, Adachi-ku, Tokyo 120-8534, JAPAN
31 August 2026
-----------------------------------------------------------------------------
"AOTS E-Newsletter" is published by the Association for Overseas Technical Cooperation and Sustainable Partnerships (AOTS)
-----------------------------------------------------------------------------
*This e-mail has been sent from a send-only address.
*There have been more and more cases of subscribers not receiving AOTS E-Newsletters via Yahoo address or Gmail address. If you are using Yahoo address or Gmail address and willing to continue to receive the AOTS E-Newsletters without fail, we recommend changing your email provider to another one. It may be possible to avoid such a case by unblocking "johochosa@aots.jp" if your email provider offers such a service.
<Index>
1) Management Training in Japan (Subsidized programs)
2) Insight: Thoughts on the Management Philosophy of Various Japanese Companies
-------------------------------------------------------
1) Management Trainings in Japan (Subsidized programs)
-------------------------------------------------------
Applications for the following courses are now open! Don't miss out on this great opportunity!.
1. Human Resource Development Program towards Zero Emission in Asian Countries/ Regions (Zero Emission Programs)
1) Programs for Asia and Middle East [Language: English]
(1) The Program on Productivity Improvement - Decarbonization through Energy-Saving Improvements in Manufacturing Sites -[TPPI] *Zero Emission Program.
This program is designed for managers in manufacturing industry. By learning three approaches to energy conservation in production processes－equipment upgrades, productivity improvements, and management and operational improvements－along with specific methodologies, participants will gain the skills to improve their companies’ production processes upon returning home, promote energy conservation and CO2 reduction, and contribute to decarbonized business operations.
*The subsidy rate for this program differs from that of other programs. Please refer to the program outline for details.
Duration: From 8 December to 21 December 2026.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
2. ODA Programs
1) Programs for All Developing Countries [Language: English]
(1) The Training Program on Program & Project Management [PPTP].
Through lectures, organization visits, and exercises, participants will acquire systems and methods of Program & Project Management from both theoretical and practical perspectives.
Duration: From 13 January to 26 January 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
(2) The Program on Business Innovation and Organization Development [BIOD].
Improve the participants' leadership skills required to create business innovation and promote organizational climate reforms that will lead to business innovation.
Duration: From 20 January to 2 February 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
(3) The Leadership Development Training Program [LDTP].
Deepen understanding of practical leadership concepts, management strategies and organizational development required in DX, mainly for managers and executives, to promote the cultivation of a "leadership theory" that will serve as an axis for their own leadership, and to improve participants' own leadership skills.
Duration: From 27 January to 9 February 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
(4) The Program on Productivity Improvement Utilizing Creativity at the Gemba [PICG].
Participants learn manufacturing methods (5S, IE, Karakuri Kaizen*, etc.) that utilize the creativity of on-site (Gemba) employees and enhance their ability to identify and improve issues that promote higher productivity. The program incorporates many exercises using simulated production lines, which is expected to improve practical skills.
*Karakuri Kaizen is a registered trademark of the Japan Institute of Plant Maintenance.
Duration: From 3 February to 16 February 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
2) Programs for Latin America [Language: Spanish]
(1) The Program on Organizational Revitalization for Latin America [LAOR].
In this program, the participants will understand and examine the attitude of leaders who promote organizational revitalization.
Duration: From 13 January to 26 January 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
How to apply: Applications will be accepted via AOTS Alumni Societies. Please contact the closest one.
https://www.aots.jp/en/alumni/about/
Please visit AOTS website for more info.
https://www.aots.jp/en/what-we-do/hrd/management/subsidized/list-of-courses/
FAQ for Management Programs.
https://www.aots.jp/en/what-we-do/hrd/management/subsidized/list-of-courses/faq/
Inquiry: AOTS Overseas Cooperation Group I
E-mail: shouhei-au@aots.jp
Tel: +81-(0)3-3888-8256
--------------------------------------------------------------------------------
2) Insight: Thoughts on the Management Philosophy of Various Japanese Companies
--------------------------------------------------------------------------------
Kazuo Inamori joined Japan Airlines after the company had gone bankrupt and quickly noticed that management and the front line lacked a sense of unity. “This company is completely fragmented,” he observed. It is said that Inamori was able to rebuild the company in such a short period of time because he thoroughly instilled his management philosophy in his employees as the “JAL Philosophy,” and the entire company united as “One Team” to maximize customer value.
Inamori originally intended to leave Japan Airlines after three years. However, he was also concerned that, once he was gone, the company might revert to its old ways if left on its own. He therefore began thinking about who could succeed him and prevent the company from slipping back into its old ways. It is said that the person he had in mind at that time was Yoshiharu Ueki, who was featured in the previous column.
Ueki, a former pilot with no background or experience in management, faced tremendous challenges after becoming president. The most difficult challenge came when the government decided to give a rival airline priority in allocating the additional takeoff and landing slots at Haneda Airport that became available in 2014. Although they strongly urged the government to reconsider the decision, the company remained at a significant disadvantage compared with its rival as a consequence of its previous bankruptcy.
Ueki regarded the situation as stemming from his own shortcomings as president and blamed himself relentlessly. It was truly difficult for him. “I was in such an extreme state that I spent my days feeling grateful and relieved just to wake up each morning,” he recalls, looking back on those days.
However, a comment from a female flight attendant gave him the strength to carry on. The moment she saw Ueki, she said, “Why the long face? That’s not like you at all, Mr. Ueki. We understand that you’ve been doing everything you can and taking the heat for us. The only change was that our slots were reduced to less than half, wasn’t it? Isn’t it simply a matter of making a profit within the constraints we’ve been given? Leave the rest to us on the front line.”
At that moment, he felt as though all the weight he had been carrying had suddenly fallen away. Ueki realized that, at this company, the employees were no longer people who needed to be protected by the president, but were members who stood shoulder to shoulder with him and worked together to grow the company.
Perhaps Inamori believed that, in order to keep Japan Airlines united as “One Team,” a leader had to be loved by the employees. Inamori said to Ueki, whom he had chosen as his successor, “I’ll be watching to see when you can win the hearts of all 33,000 employees. That’s the one thing I need to keep an eye on.”
“I came to realize that a president who is not loved by the employees cannot accomplish anything. In other words, if you are loved by the employees, 70% of the president’s job is as good as done. All that remains is to continue running the business based on the right principles, and the company will do well. Perhaps that was one of the reasons Mr. Inamori chose me as his successor...” Ueki later recalled.
To be continued in the next edition.
Rikio Suma, Author
Reference: “Dialogue between Mr. Yoshiharu Ueki and Prof. Emeritus Shinji Hatta,” published in Governance Q (2024; Titles at the time of the interview)
---------------------------------------------------------------------------
Others
---------------------------------------------------------------------------
<Inquiries>
https://www.aots.jp/en/contact/
<Past Issues>
https://h.bme.jp/bm/p/bn/list.php?i=hri_hida&no=all
<Unsubscribe or change your registered e-mail address>.
https://www.aots.jp/en/publications/newsletter/
*If you want to change your registered email address, please unsubscribe once with your old address and register your subscription with your new address at the above website.
<Privacy Policy>
Your personal information is protected and is not made public. Any information you provide through AOTS website and email will only be used by us to provide you with AOTS E-newsletters, occasional information and related questionnaires.
Copyright 2016
The Association for Overseas Technical Cooperation and Sustainable Partnerships (AOTS) 30-1, Senju-Azuma 1-chome, Adachi-ku, Tokyo 120-8534, JAPAN