Guest

Yasumasa Yamamoto

U.S. venture capitalist

The Key to Strength is in Accepting Differences and Continuing to Change

K A ZUO NAK AMUR A

Ta l k W i t h

YA S U M A S A YA M A M O T O

The Key to Strength is in
Accepting Differences andContinuing to Change
Kazuo Nakamura
CMIC HOLDINGS Co., Ltd.
Chairman and CEO

Yasumasa Yamamoto

U.S. venture capitalist
Specially Appointed Associate Professor, Graduate
School of Advanced Integrated Studies in Human
Survivability (Shishu-Kan), Kyoto University

The Key to Strength is in Accepting Differences and Continuing to Change

KAZUO NAKAMURA

The spread of the COVID-19 pandemic gave rise to an
economic crisis and revealed many issues in Japanesesociety, shedding light on Japan's waning presence in theinternational community. With the rise of digitaltransformation (DX), artiﬁcial intelligence (AI), and othernew technologies, companies must transform to survive.
How can Japanese companies overcome this obstacle?
CEO Nakamura spoke with Yasumasa Yamamoto, whoworks around the world as a venture capitalist andtechnology advisor.

Japanese companies. I was deeply

belong toalarmed to realize that nobody wasbusiness-oriented firms

interested in Japan.

like Google. They

Nakamura Right. It is important tocontinue to creatively

know what is covered in the news

make and develop

abroad, and how Japan is

new things.

perceived. Going forward,

Meanwhile, 70% of

gathering information will be anengineers in Japanessential skill. It is vital to learn

work at vendors with

about domestic and global affairs.

low wages, and they

Talk WithYASUMASA YAMAMOTO

generally perform

COVID-19 and digitaltechnologies

age-old system
maintenance or design
to match

noticed this.

media. With so much information

Vaccines are clearly the only way tomoving around, we need to think

Nakamura What do you think about

Nakamura In projects,

curb the pandemic, and I worked

for ourselves more and select which

DX in Japan during the digital age?

this creates a mindset

rapidly to help build a smooth

information to follow.

Yamamoto Companies must rapidlyof simply following

system for vaccinations. However,

Nakamura I am skeptical of thetransform to face the threat oforders, so they do not

Nakamura I am currently alarmed

unscientific rumors are circulating inJapanese media as well. It is vital to

COVID-19. As a result of suchthink creatively aboutthat Japan's position in thesociety, claiming that mRNA

raise the alarm about the global

efforts, it is said that worldwide

how to achieve added value.

stealing everyone's jobs.

international community isvaccines* rewrite our DNA andcrisis amidst a once-in-a-century

technological progress moved two

Yamamoto Exactly. They do not

Nakamura Unless people

worsening due to COVID-19. Iother falsehoods.

pandemic, but the media scares

years forward in the first two

take risks or tackle challenges,

understand that algorithms only

wonder how many people have

Yamamoto If you have even apeople in the name of freedom ofmonths. At the same time,

which slows down the shift toincrease in accuracy with a lot ofmoderate amount of

the press. They bring about unease,

companies that rely on external

digital.

data, they tend to assume that any

scientific knowledge,

but they do not report on thecontracts with no in-house

Nakamura I think many people

kind of AI can solve their issues. I

it is clear that mRNA

solutions. Citizens have grownengineers fell behind by two years.

misunderstand AI as well.

spoke with a data scientist thevaccines have few

numb to the continued shocking

In this manner, many companies

Yamamoto Yes, you're right. In

other day who, in reality, was justadverse effects, but

stories, and their awarenesswere left in the dust, revealing

Japan, many people assume that AI

doing office work. I wouldn't callnevertheless thisregarding COVID-19 has

Japan's weaknesses. However, thisis just a computer, so they can leave

the person an actual data scientist.

incorrect informationconsequently dulled. The issue here

also serves as an opportunity forthings up to IT companies. While IT

There is an issue with bridging thishas caught on.

is rooted in the debasement of theJapan. It has sparked efforts tocompanies can program, they havegap between concepts and reality,

Falsehoods spread

media. Of course, it is ideal for thereview old business processes, suchno experience in extracting insights

but how can we achieve this?

easier than the truth

people who receive information toas abolishing Japan's seal culture.

from data. You need to understandbecause people pay

think for themselves. I was shocked

Nakamura Without the COVID-19

programming and statistics to use

attention to media

to think that Japanese people's

pandemic, Japan's business

AI. Also, AI is just a means to anthat featuresinformation literacy has fallen socustoms would probably haveend, so you must clarify what you

sensational stories;

low.

continued forever. Japan is late inwant to achieve with it. Currently,

falsehoods are said to

Yamamoto It may be hard to do

shifting to digital, so this may be its

AI is able to analyze general text

travel eight times

that without experience. I first met

last chance. Why is Japan sodata as well as images, audio, andfaster than the truth.

you in New York, and I could sense

sluggish despite the acceleration ofnatural language. If people properly

Today, regularwhile I was there that Japan's

DX abroad?

understood what AI can and cannot

people can spreadpresence had declined. The Wall

Yamamoto One huge difference isdo, there would be no

information via social

Street Journal hardly covers

that 70% of engineers overseas

misunderstandings about AI

The pandemic revealed
the weakness of
individuals

KAZUO NAKAMURA* mRNA vaccine: A type of vaccine that uses a synthetic replica of a natural chemical substance called messenger RNA to cause an immune reaction.

specifications.
YASUMASA YAMAMOTO

The Key to Strength is in Accepting Differences and Continuing to Change

KAZUO NAKAMURA

is most important. The company
must change itself, or have astructure that can accommodate
differences. Companies need aTake a step forward
to expand yourhorizons

culture of collecting external

Talk WithYASUMASA YAMAMOTO

Nakamura I agree. For example,

wide up when I went to New York.

this year at CMIC, we completely

You don't normally meet dazzlingchanged the flow for training new

and awe-inspiring people in yourrecruits. Generally, training for new

daily life, but by taking a new step

recruits involved getting themforward, I came to encounter new

opinions, holding internal

Nakamura What should we doready for the workplace, but thisnetworks and values. Having

discussions, and accepting what isgoing forward?

idea of only treating them asacquaintances with sharp insights isdifferent.

Yamamoto When I hold lectures

worthy once they were

the greatest way to attain success.

Nakamura Do you have any ideas

on innovation, people often ask me“workplace-ready” is odd. Fresh

Nakamura By listening to the expert

about how to do that?

if I know of any useful case studies

students may have more creativeknowledge of successful fieldYamamoto You need multiple field

for their industry. They are trying tosensibilities, so perhaps we should

specialists, you have more

specialists serving as directors.

simply memorize the correct

try to learn from them instead. It is

opportunities to be exposed to new

The role of director should not

answer. I find it unnerving that they

crucial to develop your human spirit

ideas and perspectives, and yourjust be “the next rung above

try to get the quickest answer

and vitality, not just business

whole world opens up. I feel that

executive officer.” For example,

rather than developing the thoughtmanners and etiquette, right?

we need to send out morealmost all people who have theprocess to reach a solution. The

Yamamoto That is a fresh

information like this. Japan can still

Yamamoto Today, a great variety offear of being called out for powerlatest knowledge in digital fields

best option for stability in a rapidly

perspective. We are

make a comeback, but it only has auniversity lectures are available on

harassment. You cannot simply

are under 50, but few companies

changing society is to keepbusinesspeople, but we are also

tiny window of time to do so. I wantYouTube. Some videos haveorder people to discuss things,

select directors in that age

changing, if not the evolutional

human beings first and foremost, so

to inform people about this and get

subtitles and translations, and you

but ideally, leaders should make itbracket.

theory. There is no silver bullet, sovitality is crucial. I feel thatyounger people involved to change

can fit the learning into youreasy to speak up and allow people

Nakamura That's true. There areyou have to think independently

successful people excel in thisJapan. Thank you for taking theschedule. C-level executives abroad

to share their honest opinions

still few companies with a board

and continuously consider how you

aspect. In truth, I never used to betime to talk with me today.

study in executive programs atregardless of their positions.

of directors who can adeptly

can evolve.

very social, but my horizons opened

Harvard, Stanford, and otherYamamoto You cannot engage indiscuss technology.

leading colleges, but shockingly,

healthy discussions if you are

Yamamoto It also helps to doalmost no executives from Japanafraid of your evaluation suffering.

more M&As and continue gaining

are enrolled in these programs.

You cannot expect to get an

new insights. Eight out of ten

Nakamura It is perilous to think thatanswer immediately, but you may

acquisitions may fail, but that’s

they have no will to study despite

find one good idea if everyone

not a problem.

so many opportunities. You cannot

chips in. You can only find

You can't have a 1.000 batting

do business in the modern age withsomething great by continuing toaverage in baseball, either. You

old knowledge, but executives at

debate things. It sounds

need to keep trying to succeed.

Japanese companies are notinefficient, but this is a vitalThis is a challenge in the true

sufficiently aware of this fact. It is

process over the long term.

sense of the word. The mostvital to continue learning new

Nakamura Things will obviously

important thing is to have a firm

things regardless of your age.

not go well if people neglect tovision of what you want tobuild a culture for having

become, and then put that into a

discussions, or if companies only

pitch for the other company togrow through acquisitions.

join you.

Yamamoto More companies are

Nakamura I aim to have a sharedmaking corporate venture capitalvision with employees, with(CVC) for new businesses and theneveryone thinking hard about

Nakamura There is a recent trendacquiring such new ventures, butwhat they can do to achieve it.

of avoiding discussions due to a

the road after acquisition is what

Do not fear
discussion and accept
differences

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He lping en hance local health managemen t system s by building vaccina tion syste ms
How CMIC supports vaccinations

Process for
vaccinations

Phone

Reservation
systemDay of vaccination
Medical institution or groupvaccination site
ion
Vaccinat n
Coupo

Issues at local
governments

Vaccination
coupon arrives

Consult

Book thevaccination date

What should
we do for the
reservation
system?

What CMIC
can do to help

• Run a call center

Go to thevaccination site

Reception

How should
we set up thesite and design
its layout?

We need to open
a call center

edicated
Build a d ation
consult
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Wait 15 to 30
minutes

Administer
vaccineNot enoughdoctors andnursesNot enoughoperational
staff

How should
we calculate daily
vaccination
numbers?

Matching you with
doctors and nurses• Help withbuilding areservation
system• Site layout design• Creating an operation
manual• Advice on handling vaccines

Dispatching
operational staff
and other personnel

CMIC's support for vaccinations

A team with a doctor,
nurse, receptionist
and driver visit
multiple facilitiese
lac nspkroWo cinativac

Go homeHow should
we managevaccination
records?

Consultation for setting up and running vaccination sites

Reservations

Vaccine caravan for people who cannot come to thevaccination site or who live in remote areasvaara

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Check vaccination
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screening questionnaire

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(managing the number offorvisitors and vaccinatedpeople)• Support for correct operation(checking the type of vaccine andthe period between vaccinations)• Carry out long-term follow-up
activities• Individual follow-up services

To deliver vaccines to residents quickly, safely and reliably

We also help with
operations forworkplacevaccinations atcompanies anduniversities

The CMIC Tokyo
Headquarters Officeholds workplacevaccinations for
employees and theirfamilies

Series

CMIC Group’s Initiatives on Diversity & Inclusion

10
Yuko Zanto

https://diamond-c.co.jp/

Harassment Countermeasures Expert / Harassment Training Instructor / Career Consultant

An increase in “remoteharassment” during the
COVID-19 pandemic
With the spread of COVID-19, many
companies needed to startwork-from-home initiatives with little
time to prepare. At this time, the term
“remote harassment” came into use. A
significant difference between
harassment at the office and remoteharassment is that the latter often
involves strictly one-on-one situations.
Things are kept under control in theoffice because other people arewatching, but it is easy for things toescalate in remote environments. In theevent that someone suffers
harassment, in the office other people
are there to offer emotional support,
but when working remotely, victims
often keep things bottled up.

Common cases of remoteharassment
Remote harassment usually takes one of
two forms: sexual harassment or power
harassment. The most common form of
sexual harassment is commenting on
people's rooms or the clothes they wear
at home. In many cases at online drinking
parties, individuals make sexual remarks
or actions, or they demand others drinkwith them. As for power harassment,
there have been many cases of excessive
monitoring by managers, such as
checking once every 10 minutes that
employees are at their PCs, asking aboutprogress every hour, or shouting at
employees for leaving their desks to go to
the bathroom. I think these forms ofharassment have arisen due to a lack ofestablished procedures for remote work
as well as a lack of communication
between managers and employees.

Everyone’s household isdifferent; use yourimagination and empathy
People who harass others remotely often
have a strong tendency to harass others
in general. However, it is not uncommon
for some people to engage in harassment
after feeling unexpected levels of stresswhen working from home. In some cases,
people do not consider the individual
circumstances of other households, andemployees have been yelled at merely
because their children appeared onscreen during an online meeting. Eachhousehold has different circumstances
and a different environment. It is vital toimagine other people's circumstances
and accommodate them.

Is becoming upset atsomething the same as
being harassed?
Recently, many people assume thatthey are being harassed if they are
unhappy with something. In particular,
many mistakenly think that arequirement to show their faces during
online meetings is remote harassment.
If it is necessary for work, there is no
problem at all in requiring people toshow their faces. The Power
Harassment Prevention Act (the Act onComprehensive Promotion of LaborIs this harassment?

Representative of Diamond Consulting Office GK. Ms. Zanto teaches 150 days a year or
more as a harassment training instructor, drawing from her own experience of harassment.
She has held training sessions at over 300 companies and local governments, and she
garners praise among her more than 500 annual attendees (average), thanks to her content
that is easy to put into practice. Many client companies ask her to come again.

Policies) defines harassment as“behavior from a dominant position
that exceeds the scope necessary andreasonable in the course of business.” Itis crucial for both employees and their
managers to understand how
harassment is defined legally, and notjust to act on their upset feelings.

refuse. One person may find something
to be obvious, but this might not be thecase for others. Rather than clashingover assumptions and expectations
about what is obvious, it is vital torespect each other's opinions and to
give detailed explanations or have a
discussion when necessary.

Reconsider what you
consider to be “obvious”

Apologize if you think you
may have harassed
someoneAbout 60% to 90% of the cases I deal
with are not classified as harassment
but are rather a slight mismatch inperspective due to discord incommunication. For example, people
tend to imagine that sexual harassment
is something men do to women, but
women often do it to men as well, andthere is also verbal sexual harassment
between people of the same sex.
Similarly, power harassment is not
limited to things that managers do totheir employees; it can also occur
between senior and junior employees
or between colleagues, and it can evenbe something that employees do totheir managers. Regardless of whether
a request is directed from an employee
to a manager or between colleagues, it
may be classified as power harassment
if the other person has little room to

People often come to me saying that
their past actions may be considered to
be power harassment. It is best to
apologize as soon as you come to sucha realization. Some may be unsure
about how to say they are sorry, they
may be reluctant to say so, or they may
feel anxious about what people will say
afterward. However, it is best to
apologize frankly with words like “I amtruly sorry about what I said back thenthat made you feel so upset.” You may
get a response of “Don't worry about
it,” or perhaps the person may say“Well, that really did upset me at thattime.” In many cases, people hold agrudge over the lack of an apology, so
it is crucial to suitably reflect andapologize as soon as the thought
comes to mind.

The boundary between
work instructions and power
harassment: The two keys
are necessity andreasonablenessYou can tell whether or not an action
should be classified as harassment
based on whether it is necessary andreasonable. It is vital for managers totake the lead in explaining the workthat people need to do and the rules
needed to do so, thereby achieving
consensus among employees. Telling
people to “Stay quiet and follow me”
will not work in the modern age.
Managers should take care to use
words that are not problematic forothers, and employees should ask thepeople around them or relevant pointsof contact for an objective opinion. It isalso vital for employees to have a solid
understanding of harassment, and to
avoid pushing their ideas of what isright onto others.

How to avoid mismatches in perspective
The number of cases of workplace harassment have increased in recent years, and are now a severe problem.
Measures to prevent power harassment in the workplace were reinforced in June 2020. Previously, there were noclear regulations against power harassment, but now business owners are legally obligated to strengthen
preventative measures.
As the legal system develops, what should we do to avoid causing or suffering harassment?

I was present for this interview with Ms. Zanto. We also have many people asking about harassment
via the internal reporting contact point managed by Compliance. After checking the details of thecases, we often found the cause to be a mix-up or lack of understanding due to insufficient
communication. As I listened, I felt that harassment can be prevented by achieving thorough mutual
understanding as well as by talking together in depth. We will continue to act to prevent harassment
while drawing on the lessons learned from today's interview.

Today, let's hear from harassment countermeasures expert Yuko Zanto about harassment, advice on how to prevent

In charge of Group Compliance, CMIC Group
Department manager in charge of Compliance, Executive officer, CMIC Solutions

it, and details on “remote harassment,” which has become more common amidst the COVID-19 pandemic.

Satoko Ishikawa