AOTS E-Newsletter: Management Training in Japan /Insight
2026/09/30 (Wed) 10:30
◆◇ AOTS E-Newsletter ◆◇◆◇◆◇◆◇◆◇◆◇◆
30 September 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. 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).
(5)The Program on DX (Digital Transformation) Strategy for Manufacturing and Logistics Industries [PSDX].
Participants will learn about the concepts and methods of DX and the transformation of business models being developed in Japanese companies, and will learn how to formulate ICT utilization strategies in their own companies.
Duration: From 15 February to 26 February 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
(6)The Program on Transforming to Circular Economy Business Model [CEB].
The circular economy is a sustainable economic model that replaces the traditional linear economy. Participants will learn the concepts and methods to promote the transformation to a circular economy business model for the future growth of their own companies.
Duration: From 17 February to 2 March 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
(7)The Program on Corporate Management -Learning from Ethos of Japanese Corporate Management- [PJCM].
PJCM is designed for participants to learn about the characteristic management methods of excellent Japanese corporations and the thinking behind these methods to explore and apply them to their own companies.
Duration: From 1 March to 15 March 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
(8)The Program for Quality Problem Solving [PQPS].
This program aims to strengthen and improve the problem-solving abilities of mainly managers, supervisors or engineers of companies, with a view to improving quality.
Duration: From 4 March to 17 March 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, 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
--------------------------------------------------------------------------------
For the past three months, we have been featuring the story of Kazuo Inamori’s turnaround of Japan Airlines (JAL) as a successful example of choosing the right successor to lead the company. Inamori’s efforts to turn around JAL are very well known in Japan and have been cited as a successful example in many books on business management.
Inamori continued to advocate the idea that there is absolutely no contradiction between having an “altruistic mind” as a business leader and improving a company’s performance. Rather, it is fair to say that Inamori demonstrated to the world through his actions at JAL that, if business leaders wish to run a company successfully, it is essential for them to have an “altruistic mind” that seeks to achieve “benefiting three parties.”
After Inamori passed away at the age of 90, a TV station aired a documentary-style program showing what JAL was like after its turnaround. When asked in an interview why they thought their company had been able to achieve a dramatic recovery, the employees replied, “Mr. Inamori’s mindset of constantly asking himself what is right played a very significant role.” Viewers likely felt that JAL had become a good company where employees worked with both a sense of fulfillment and a sense of mission and probably thought, “If I am going to fly anyway, I will choose a JAL flight next time...”
Before JAL went bankrupt, one of its jumbo jets operating a domestic flight suddenly became uncontrollable during the flight and, after flying off course for some time, the plane eventually crashed into a mountain, causing a major accident. While the direct cause of the accident was an incomplete repair by Boeing, the accident investigation report pointed out that there were still issues regarding subsequent maintenance and inspections.
As explained in the previous column, I believe one of the reasons behind JAL’s bankruptcy was that the company had an unclear “sense of purpose,” with its departments working independently rather than as one organization, and a culture had become widespread in which no one took responsibility when problems arose.
Not only airline companies, but also railway companies and others, are at risk of gradually falling into a corporate culture that places more importance on on-time operations and profits than on safety measures when there is no sense of unity between frontline employees and management. If senior management members worry more about the financial losses caused by service delays than safety, and maintenance staff who detected early signs of a malfunction and have taken longer to inspect the equipment are frequently reprimanded by them for this, a culture will take root in which the company’s own interests are prioritized over the safety and comfort of its customers. This could eventually lead to a series of incidents that result in a decline in service quality and a significant loss of customer trust.
If this were a company where every employee makes decisions based on what is right and the entire company works together as one every day, then surely everyone would pool their wisdom, measures would be taken to balance safety and efficiency, and the company would not lose customers because of a decline in service quality.
Every executive and employee at JAL says that after Inamori’s reforms, they felt the company had become a completely different company. The public also quickly noticed the change. Before taking on the turnaround of JAL, Inamori himself also felt that it was not a company he liked and would fly with its rival airlines instead. When a company changes based on a sound management philosophy, the way employees think about their customers changes, and so does their behavior. Through their everyday interactions with the company, people quickly sense what kind of company it is. Some customers may leave because they wonder whether the company can be trusted, while others may come to trust it, thinking, “This is a company I can rely on.”
To be continued in the next edition.
Rikio Suma, Author
---------------------------------------------------------------------------
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
30 September 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. 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).
(5)The Program on DX (Digital Transformation) Strategy for Manufacturing and Logistics Industries [PSDX].
Participants will learn about the concepts and methods of DX and the transformation of business models being developed in Japanese companies, and will learn how to formulate ICT utilization strategies in their own companies.
Duration: From 15 February to 26 February 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, Japan).
(6)The Program on Transforming to Circular Economy Business Model [CEB].
The circular economy is a sustainable economic model that replaces the traditional linear economy. Participants will learn the concepts and methods to promote the transformation to a circular economy business model for the future growth of their own companies.
Duration: From 17 February to 2 March 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
(7)The Program on Corporate Management -Learning from Ethos of Japanese Corporate Management- [PJCM].
PJCM is designed for participants to learn about the characteristic management methods of excellent Japanese corporations and the thinking behind these methods to explore and apply them to their own companies.
Duration: From 1 March to 15 March 2027.
Place: AOTS Kansai Kenshu Center (Osaka-shi, Osaka, Japan).
(8)The Program for Quality Problem Solving [PQPS].
This program aims to strengthen and improve the problem-solving abilities of mainly managers, supervisors or engineers of companies, with a view to improving quality.
Duration: From 4 March to 17 March 2027.
Place: AOTS Tokyo Kenshu Center (Adachi-ku, Tokyo, 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
--------------------------------------------------------------------------------
For the past three months, we have been featuring the story of Kazuo Inamori’s turnaround of Japan Airlines (JAL) as a successful example of choosing the right successor to lead the company. Inamori’s efforts to turn around JAL are very well known in Japan and have been cited as a successful example in many books on business management.
Inamori continued to advocate the idea that there is absolutely no contradiction between having an “altruistic mind” as a business leader and improving a company’s performance. Rather, it is fair to say that Inamori demonstrated to the world through his actions at JAL that, if business leaders wish to run a company successfully, it is essential for them to have an “altruistic mind” that seeks to achieve “benefiting three parties.”
After Inamori passed away at the age of 90, a TV station aired a documentary-style program showing what JAL was like after its turnaround. When asked in an interview why they thought their company had been able to achieve a dramatic recovery, the employees replied, “Mr. Inamori’s mindset of constantly asking himself what is right played a very significant role.” Viewers likely felt that JAL had become a good company where employees worked with both a sense of fulfillment and a sense of mission and probably thought, “If I am going to fly anyway, I will choose a JAL flight next time...”
Before JAL went bankrupt, one of its jumbo jets operating a domestic flight suddenly became uncontrollable during the flight and, after flying off course for some time, the plane eventually crashed into a mountain, causing a major accident. While the direct cause of the accident was an incomplete repair by Boeing, the accident investigation report pointed out that there were still issues regarding subsequent maintenance and inspections.
As explained in the previous column, I believe one of the reasons behind JAL’s bankruptcy was that the company had an unclear “sense of purpose,” with its departments working independently rather than as one organization, and a culture had become widespread in which no one took responsibility when problems arose.
Not only airline companies, but also railway companies and others, are at risk of gradually falling into a corporate culture that places more importance on on-time operations and profits than on safety measures when there is no sense of unity between frontline employees and management. If senior management members worry more about the financial losses caused by service delays than safety, and maintenance staff who detected early signs of a malfunction and have taken longer to inspect the equipment are frequently reprimanded by them for this, a culture will take root in which the company’s own interests are prioritized over the safety and comfort of its customers. This could eventually lead to a series of incidents that result in a decline in service quality and a significant loss of customer trust.
If this were a company where every employee makes decisions based on what is right and the entire company works together as one every day, then surely everyone would pool their wisdom, measures would be taken to balance safety and efficiency, and the company would not lose customers because of a decline in service quality.
Every executive and employee at JAL says that after Inamori’s reforms, they felt the company had become a completely different company. The public also quickly noticed the change. Before taking on the turnaround of JAL, Inamori himself also felt that it was not a company he liked and would fly with its rival airlines instead. When a company changes based on a sound management philosophy, the way employees think about their customers changes, and so does their behavior. Through their everyday interactions with the company, people quickly sense what kind of company it is. Some customers may leave because they wonder whether the company can be trusted, while others may come to trust it, thinking, “This is a company I can rely on.”
To be continued in the next edition.
Rikio Suma, Author
---------------------------------------------------------------------------
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