JMA 75th Anniversary
Proposals for Management Innovation“Implementing KAIKA
Management”

April 2017

Japan Management Association

Proposal initiatives by Japan Management Association (JMA)
Since 1987, JMA has addressed significant management issues of the times andhas made proposals regarding the background of the issues, appropriate courses ofaction, and countermeasures, etc.
These proposals reflect the philosophy of JMA. The main objective is not toindicate correct ways of solving the issues but rather to provide topics for relevant
discussion.

List of proposal themes
1st(FY 1987)…

“Proposal for innovation in optimized management”

2nd(FY 1988)…

“Proposal for creativity innovation”

3rd(FY 1989)…

“Proposal for improving service quality and productivity”

4th(FY 1990)…

“Scenario 2000: Proposal of citizenship management”

5th(FY 1991)…

“Proposal for enhancing business attractiveness”

6th(FY 1992)…

“Proposal for improving time productivity”

7th(FY 1993)…

“Redesign of the Japanese-style human resources system”

8th(FY 1994)…

“Proposal for innovation by business leaders”

9th(FY 1995)…

“Proposal for value-based management in the age of consumerism”

10th(FY 1996)…

“Management and creation of wisdom and vitality”

11th(FY 1997)…

“Challenge for consolidated management innovation”

12th(FY 1998)…

13th(FY 1999)…

14th(FY 2000)…

“Challenge for ‘Monozukuri management’ to gain competitiveness”

15th(FY 2001)…

“Human resources strategy to gain competitiveness”

16th(FY 2002)…

17th(FY 2003)…

(FY 2004)…

18th(FY 2005)…

19th(FY 2006)…

20th(FY 2007)…

21st(FY 2008)…

“Environmental management for a new form of corporate growth anddevelopment”“Proposal for management innovation capitalizing on the strengths ofJapanese-style management”“Challenge for original and high value-added management to gain
competitiveness”“Originality-oriented product innovation and development ofbreakthrough leaders”
Research report: “Research on the merit-based human resources system”“New developments in the merit-based system to achieve the sustained
growth of members and the organization”“Resurgence and creation of middle management”“Fulfilling potential as an organization: Management to capitalize on theabilities of members and the organization”“Fulfilling potential as an organization: Management focusing on the ‘joy1

of working’ ”“Fulfilling potential as an organization: Management that creates ‘the joy

22nd(FY 2009)…

23rd(FY 2010)…

“Taking on the world with ‘good management’ ’”

24th(FY 2012)…

“Proposal for co-evolution”

25th(FY 2017)…

“Implementing KAIKA management”

of working’ ”

Introduction
Since its establishment in 1942, the Japan Management Association(JMA) has walked in step with the industrial world as an institution that
promotes managerial innovation.
Takuo Godo, the first chairman of JMA, had conducted research on theessence of the scientific management processes and concluded that
“Management is not just a system. People are the key, and so are thephilosophy and actions of employees, managers, and executives.” He also
named “improving the efficiency of the Japanese character” as the first
operation policy.
Since then, JMA has been involved in the promotion of business andmanagement focused on people. As part of its initiatives, JMA has madeproposals since fiscal year 1987 regarding significant management issuesof the times.
In particular, the “Proposal of citizenship management” in fiscal year
1990 held that clients, employees, shareholders, and the public should bebroadly considered as “citizens,” and that any corporate action should bebased on whether it would gain the support of citizens.
From fiscal year 2007 to 2009, JMA has promoted the importance ofmanagement that creates “the joy of working,” based on the understandingof human nature obtained from academic fields such as neurology andpsychology.
In its 70th anniversary in fiscal year 2012, JMA announced the“Proposal for co-evolution,” which held that each employee should sharecommon goals based on the company’s significance in society, and take onchallenges towards the goals by being creative and cooperating withcolleagues, thus achieving personal growth. JMA has sought to promote“KAIKA” as a way of achieving this.
Since then, political and economic affairs around the world have been
thrown into turmoil, while new technologies, including artificial
2intelligence, have been evolving. The environment surrounding businesses
is changing more rapidly than ever. Businesses must not only find out how
to adapt to these changes but also how to create changes on their own
initiative.
We believe that the KAIKA that JMA has been promoting is a way ofmanagement that is needed during these changing times.
On our 75th anniversary, we reconfirm the validity of the KAIKA way ofmanagement, which creates new value by simultaneously achieving
growth of the members, invigoration of the organization, and sociality ofthe organization; and hereby propose measures to put KAIKA into practice.

3

Table of Contents

Introduction ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 2
Chapter 1 Where the problem lies: Context of need for KAIKA
management ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 4
1) The age of “VUCA”
2) Innovation that is required3) Issues in human resources as a source of competitiveness4) Developing management to create an open organization
Chapter 2 What is “KAIKA management?” ・・・・・・・・・・・・・・・・・・・・・・・・・・・ 6
1) Basic model of KAIKA management
2) Three elements that comprise the basic model[1] Dynamism of the members (=growth of the members)[2] Dynamism of the organization (=invigoration of the organization)[3] Expansiveness (sociality) of the organization
3) Creating value through mutual effects of the three elements
Chapter 3 Proposals for implementing KAIKA management ・・・・・・・・・・・・ 9
Proposal 1
Executives should designate a social issue for the company to address, with a“long timeframe” and a “meta-perspective.”
1) A “long timeframe” and a “meta-perspective” will reveal the substantive
issues involved2) Social issues to be confronted by the company are determined by thewill of executives
Proposal 2
Organizational leaders should pursue “total optimization” by breaking awayfrom “PDCA” and by engaging in “head-on discussions.”
1) Break away from “PDCA,” share the ultimate goal, and think whilerunning2) “Head-on discussions” in the workplace lead to awareness of links withsociety
Proposal 3
Each member in the organization should be an engine that promotes KAIKA
through thoughts and actions.
41) Any job can be “creative”
2) The thoughts and actions of each member help to realize a KAIKA statein an organization[Appendix]
Checklists
management ・・・・ 12

for

the

achievement

5

level

of

KAIKA

Chapter 1 Where the problem lies: Context of need for KAIKA management
1) The age of “VUCA”
You may have heard of the term “VUCA.” It stands for “volatility,”“uncertainty,” “complexity,” and “ambiguity.” It was coined in the 1990s
as a military term but has also been used in economics and businesssince 2010s.
The year 2016 saw significant changes around the world that were
contrary to many people’s expectations. With the UK leaving the EU
and the inauguration of Donald Trump as president of the US, thefuture of global politics and the global economy has become more
uncertain.
The development of new technologies such as artificial intelligence,
big data, and IoT is expected to have a great impact on our lifestyle andway of working.
The environment that surrounds us can be described as the age of
VUCA. How then should businesses and organizations respond to suchchanges that are currently taking place? As members, how should we be
working, and how should we be involved in organizations?
Organizations, members, and society as a whole must decide how toface such enormous changes.
2) Innovation that is required
This is one of the quotes attributed to Charles Darwin: “It is not thestrongest of species that survives, nor the most intelligent that survives.
It is the one that is most adaptable to change.”
To survive in the age of VUCA, we must change ourselves. We must
respond to changes, bring innovation without interruption, andcontinue creating value.
However, according to the survey of executives conducted by JMA in
2016, around 40% of businesses answered that they have not seen theirdevelopment of new businesses and innovation bear fruit.
Also, a survey by the Ministry of Economy, Trade and Industry
showed that although there is strong interest among businesses in“open innovation,” which is attracting attention as a way to defy thelimitations of innovation that are created internally, the percentage of
research and development being conducted by external coordination

6

remains limited. To the question of whether open innovation has
become more active compared to a decade ago, more than half repliedthat the level has remained the same or is falling.
Research and studies by JMA have revealed that businesses that gain
positive results from innovation have certain characteristics in common.
These are: (1) Target-oriented (focused on “Why we do it”), (2)Cooperative (readily support colleagues in need), (3) Open-minded(open culture), (4) Substantialist (active exchange of honest or opposing
opinions), (5) Autonomous and responsible (act independently).
It is becoming more important than ever to create organizations that
foster innovation.
3) Issues in human resources as a source of competitiveness
Efforts in businesses responding to changes and creating innovation
originate from none other than “human resources.” Most executives
probably realize that human resources are a source of competitivenessand growth. However, issues have been identified in human resources
as well.
In the past, it was said that Japanese employees demonstrate strong
loyalty and engagement with the company or organization to which
they belong. However, according to Rochelle Kopp, the author of“Creating Motivated Employees in Japan” (CrossMedia Publishing) anda management consultant that specializes in cross-culturalcommunication at work as well as human resources management,
various data show that the engagement level of employees in Japanesebusinesses is extremely low compared to the rest of the world.
Research by the Cabinet Office has also revealed that the percentageof the workforce that finds their job rewarding has been declining for along time.
Japanese businesses also lag behind the world in “diversity,” which isan important element in creating innovation. It is widely known thatthe percentage of females in management roles is small compared toother countries. According to research material by the Ministry of
Economy, Trade and Industry, the percentage of foreign workers in the
total population and diversity in the nationality of corporate executives
are also very limited.
4) Developing management to create an open organization
7

For organizations to immediately respond to changes in theenvironment or to unexpected events, it is necessary to detect earlysigns and convert that awareness into decision-making and action. As
such, businesses and organizations must always remain conscious ofwhat is going on in society.
Each employee must be concerned about society and be able to think
and act on their own initiative. They then must seek to be part of anorganization in which they can feel personal growth and contribution tothe organization or to society. The organization, on the other hand,must be society-oriented and must actively incorporate various external
expertise, demonstrating cooperation with such external entities andboldly taking on new challenges in order to evolve.
KAIKA is an initiative based on the recognition of such issues, andaims to rethink the way members work as well as how businesses andorganizations operate with “involvement with society” as the starting
point. It was coined to denote the definitions of the Japanese words,“blooming and growing” and “start of civilization and evolution.”
The goal of KAIKA management is to build a next-generation
organization that continues to create value by simultaneously achieving“growth of the members, invigoration of the organization, and socialityof the organization.”

8

Chapter 2 What is “KAIKA management?”
1) Basic model of KAIKA management
As mentioned in chapter 1, KAIKA management aims to create value
by simultaneously achieving “growth of the members, invigoration of
the organization, and expansiveness (sociality) of the organization.” Inother words, the goal is to simultaneously achieve three elements,
namely “dynamism of the members, dynamism of the organization, andexpansiveness (sociality) of the organization.”With each member of the organization becoming more conscious ofsociety, relationships will be built internally as well as with thoseoutside the organization, and everyone will be engaged with each other.
Each and every member will be excited to be involved with theorganization or the team as they take on new challenges. This leads toknow-how being accumulated in the organization, and members
growing even further. We call this the “KAIKA state,” and by producing
it, we will be able to create new values for members, the organization,and society.
When each of the three elements—“dynamism of the members,
dynamism of the organization, and sociality of the organization”—areenhanced in a well-balanced way and mutually influence each other,
the power to create value will emerge.

9Mission or vision
is consistent
within theorganization
Trusting eachother andcooperating
cross-divisionally

Trying new ideas
and learningfrom them

Having one’s own
sense of purpose

Thinking andactingindependently

Independent members
coordinating with one another

Incorporating
diversity to
evolve

KAIKA
management

Being consciousof what is goingon in society

Feeling
connected tosociety

Feeling a senseof growth andcontribution

Activelyengaging withsociety
Respecting diversity
in society2) Three elements that comprise the basic model
The basic model of KAIKA management consists of three elements:“dynamism of the members, dynamism of the organization, andsociality of the organization,” with each element comprising three sub
elements.
<Dynamism of the members (=growth of the members)>
Dynamism of the members is created when each member in theorganization is able to (1) have one’s own sense of purpose, (2) think andact independently, and (3) feel a sense of growth and contribution.
The first element, “having one’s own sense of purpose,” starts fromconsidering what is important to you, what you feel is rewarding inyour job, and how you can be useful to society. From there, you as amember should think about the direction in which you want your career
to develop, and what kind of work you should be engaged in from hereon out and in what way.
The second element, “thinking and acting independently,” is toacknowledge issues in the organization or society as your own personal10

issues, and to be conscious of how you can contribute to solving theseissues through your work.
The third element, “feeling a sense of growth and contribution,” is tobe able to have a sense of achievement in terms of your purpose withregard to the first element and the results of your independent actions
with regard to the second element.
<Dynamism of the organization (=invigoration of the organization)>
Dynamism of the organization is created through an environment inwhich (1) the mission or vision is consistent within the organization, (2)members trust each other and cooperate cross-divisionally, and (3)members try new ideas and learn from them.
The first element, “the mission or vision is consistent within theorganization,” means that every member of the organization is familiar
with the philosophy or mission of what the company wants toaccomplish in society, and that the vision and principles of theorganization are shared among them.
The second element, “members trust each other and cooperatecross-divisionally,” means that superiors or members at the workplace
can share their goals or results in terms of their growth or contribution
through day-to-day communications and build trust with each other. By
doing so, members can work together, not just in their own workplace
but cross-divisionally as well.
The third element, “members try new ideas and learn from them,”means to learn and develop by trying new ideas, not just as a member
but as an organization. The culture of the organization should
encourage members to try new ideas. Even if an idea fails, theorganization should learn from the failure by reviewing the results ofthe challenge as an organization and making use of it upon the next
opportunity.
<Expansiveness (sociality) of the organization>
An organization can be expansive and society-oriented by (1) being
conscious of what is going on in society, (2) respecting diversity insociety, and (3) actively engaging with society.
The first element, “being conscious of what is going on in society,”means that each member in the workplace should be aware of changes
in society, and search for information and share it at work, in order toincorporate changes in society into the business and elicit new ideas.
The second element, “respecting diversity in society,” means to listen
to various opinions and ways of thinking outside the organization, and11

to incorporate them into the organization. It is necessary to be engaged
with society from a wide perspective and over a long timeframe, and notjust with parts of society that the organization is already involved with.
The third element, “actively engaging with society,” means not only to
be conscious of society and acknowledge its diversity, but also to usethat to take on new challenges as an organization. By taking on new
challenges with regard to the various changes taking place in theenvironment surrounding the business or organization, the businesscan actually create social value in its own way.
3) Creating value through mutual effects of the three elements
As noted earlier, KAIKA management involves simultaneously
enhancing the three elements—“dynamism of the members, dynamismof the organization, and sociality of the organization”—in awell-balanced way. Through the mutual effect that these elements haveon each other, it becomes possible for “independent members tocoordinate with one another,” as well as to “feel connected to society”
and “incorporate diversity to evolve.”“Dynamism of the members” x “Dynamism of the organization”= “Independent members coordinating with one another”“Sociality of the organization” x “Dynamism of the members”= “Feeling connected to society”“Sociality of the organization” x “Dynamism of the organization”= “Incorporating diversity to evolve”“Independent members coordinating with one another” means thateach member in the workplace recognizes that everyone has different
values and experiences, honestly exchanges differing opinions, andvoluntarily reaches out to others. Each member can contribute to theorganization and feel a sense of growth through effective competition
with each other.
“Feeling connected to society” means to be able to feel that theorganization is connected to society and contributes to solving issues insociety. Each member of the organization can be useful to society
through work, leading to stronger motivation to grow.
Finally, “incorporating diversity to evolve” means that there is active
coordination and cooperation within and outside the organization.
Encountering diversity will raise the capability level of both members

12and the organization, thus enabling the organization to grow andevolve.
Value is created by achieving these elements simultaneously. This is
the way of thinking that underlies KAIKA management.

13

Chapter 3 Proposals for implementing KAIKA management
So far, we have examined the basic way of thinking for KAIKA
management and its basic model. In the previous chapter, we describedeach element of the basic model to gain a better understanding. However,for the actual implementation of KAIKA management in businesses,
each element does not emerge independently but rather is implemented
together.
Actual activities may vary, from initiatives focusing on humanresources development to social engagement activities by coordination
with the local community.
KAIKA is a way of thinking in creating a next-generation organization;
it is not a stylized process.
Having said that, all activities based on KAIKA management have anumber of things in common. The examples of winners of the “KAIKA
Award,” which JMA has been conducting, share the following
characteristics.
 The objective of the initiative is society-focused.
 There are frequent opportunities to rethink the objective, as well as
management procedures and frameworks to become more
conscious of the objective.
 Opportunities to have contact with society are encouraged.
 Management is premised on “believing, eliciting, and nurturing
people’s capabilities.”
In order to put KAIKA management into practice, there are certain
things that executives, organizational leaders, and each employee must
be aware of and act upon.
In this chapter, we will make three proposals for implementing KAIKA
management from this perspective.
<Proposal 1>
Executives should designate a social issue for the company to address,
with a “long timeframe” and from a “meta-perspective.”
1) A “long timeframe” and a “meta-perspective” will reveal thesubstantive issues involved
KAIKA management will not bear fruit in the short term. Although it
is necessary to continue with efforts, organizations and members tend to14

be too near-sighted rather than focusing on what is truly important.
Ken Shibusawa, a descendant of Eiichi Shibusawa and chairman ofCommons Asset Management said, “Egoism in the long term will become
altruism.” By having a “long timeframe” and by thinking ahead, we canconsider other people and society, and realize what the truly important
issues are.
In addition to a long timeframe, it is important to have a“meta-perspective (perspective from one level above).” By observing
things outside of the existing framework, we can expand our ways ofthinking and find new possibilities.
Instead of “total optimization,” which is limited to an existing frame ofthought, we should observe society from a broad perspective of “future
optimization.”
2) Social issues to be confronted by the company are determined by thewill of executives
By nature, businesses exist by solving issues in society and receiving
compensation for doing so. They recognize the gap between the ideal andthe current reality, and address it as a problem. The way of bridging that
gap is the “issue.” In this sense, issues in society do not exist naturally.
Issues can be recognized only when businesses have a vision of whatsociety should be, and when they have the will to change the status quo.
It is the role of executives to create a vision for the organization’s placein society. Social issues that businesses confront are determined by thewill of the executives.

<Proposal 2>
Organizational leaders should pursue “total optimization” by breaking
away from “PDCA” and by engaging in “head-on discussions.”
1) Break away from “PDCA,” share the ultimate goal, and think whilerunning
When taking on new challenges and trying to create innovation, acertain amount of searching must be done as a first step. We have toaccept that we will not achieve anything without trying. Rigorous process
management by adhering to the PDCA cycle may sometimes put thebrakes on innovation.

15

Organizational leaders are required to lead the organization bybreaking away from PDCA, sharing the ultimate goal, and thinking
while running.
2) “Head-on discussions” in the workplace lead to awareness of links withsociety
In KAIKA management, it is important for each member to feel that
their work and society are interconnected. To acknowledge such links
between the members and society, it is effective to conduct “head-on
discussions” in the workplace. For example, in a meeting to decide on thespecifications for a product, serious dialogue and discussions should takeplace on questions such as “Why are we having this discussion in thefirst place?” or “What kind of value do we want to provide?”
For organizations to operate efficiently, it is necessary to share roles
and break down the corporate goal to division-level or member-levelgoals. As a result, we tend to lose sight of the overriding objective or goal.
By creating a culture or environment in which head-on discussions takeplace regularly, it is possible to achieve total optimization with society,the organization, and members that are interconnected with each other.

<Proposal 3>
Each member in the organization should be an engine that promotes
KAIKA through thoughts and actions.
1) Any job can be “creative”
A survey conducted by JMA revealed that people engaged in creative
work had stronger satisfaction and pride in their work and felt more
attached to their company, as opposed to people engaged in routine work.
Creative work requires people to determine their own procedures andmethods, and carry out their own decision-making. It is difficult to thinkon your own, and doing so enables a sense of achievement or personal
growth.
Whether your work is creative or not is not determined by whether you
belong to the planning division or the development division, not by thework itself. It is determined by how you approach your work. Even if theexact same job is performed, some may engage in it as routine work,
while others see it as creative work with their own sense of purpose.

16

By attempting to make routine work creative, it is possible to enhanceyour motivation for work and feel that you are growing or making acontribution through your work.
2) The thoughts and actions of each member help to realize a KAIKA statein an organization
The driving force for businesses to achieve a KAIKA state is thethoughts and actions of executives or organizational leaders. However,
the most important contribution comes from each engine, which may besmall but continue to burn at a high temperature and never die
out—that is to say, the thoughts and actions of each member of theorganization.
Great societies or organizations do not start off as great. No
organization possesses “dynamism of the members, dynamism of theorganization, and sociality of the organization” from the beginning. To
become a superb organization, the process for the initiatives—in otherwords, what members do to work towards a KAIKA state and to try toachieve the vision—is important.
Each member working in the organization should voluntarily
participate with the aim of enhancing themselves, the organization, andsociety to a higher level, and work together with a common goal and froma long-term perspective. Without this foundation, a KAIKA state cannot
be achieved.

17

[Appendix] Checklists for achievement level of KAIKA management
For your reference, we have made a list of points to check when assessing the threeelements that comprise KAIKA management, namely, “dynamism of the members,”“dynamism of the organization,” and “sociality of the organization,” as well as theinfluence among the three elements. Please use this checklist to assess the achievementlevel of KAIKA management in your company or organization.
*This

self-check

test

can

also

be

conductedonourwebsite(https://s.kaikaproject.net/self).

■Checklist for “dynamism of the members”
Element in the

Points

KAIKA model

Employees understand what they value in their work, and what parts of their work
are rewarding for them.
Employees think about how they can contribute to society as a professional.

Having one’s own

Employees think about the direction of their career and what they want to become

sense of purposein the future.
Employees know what kind of work they should engage in and how, in order todevelop their career.
Employees have their own opinion about the future direction of their company ororganization.
Employees consider work issues as their own personal issues and try to solve

Thinking andactingindependently

them.
Employees are aware of what would be a contribution to their workplace.
Employees are aware of what would be a contribution to society in their work.
Employees often actively provide their ideas in work.
Employees often take on new challenges voluntarily in work.
Employees feel they are growing steadily in their work.

Feeling a sense of

Employees feel they are contributing to others around them through work.

growth and

Employees know what the company or those around them expect of them.

contribution

Employees feel that they are displaying their abilities at work.
Employees feel that they are displaying their originality at work.

■Checklist for “dynamism of the organization”
Element in the

Points

KAIKA model
Employees can explain to outsiders in their own words about the philosophy or

Mission or vision is

mission of the company or organization.
Employees can describe to outsiders about what direction the company orconsistent withinorganization is heading.

the organization

The visions, strategies, and principles of the company or organization are
understood and shared internally.
The principles or goals of each division seem to be consistent with the principles of18

the company.
The goals and assessment of employees seem to be consistent with the principlesof the company or division.
Employees have regular discussions about their growth or contribution with their
immediate supervisor or colleagues.

Trusting eachother andcooperating
cross-divisionally

The company is open about conflict resulting from opposing positions and views,
and deals with such conflict in a positive manner.
The company encourages active cooperation when a problem arises within thedivision.
Employees actively meet colleagues from other divisions and utilize their uniqueknowledge and experience.
Immediate superiors and subordinates trust each other in the company.
The company’s culture encourages suggesting new, unique ideas.

Trying new ideas
and learning fromthem

The company encourages a certain level of trial and error when taking on
something new.
Employees are given leeway in planning or flexibly changing course.
The company considers it important to learn from failures and challenges.
The company has a platform for reviewing past initiatives as an organization, andutilizes it for the future.

19

■Checklist for “expansiveness (sociality) of the organization”
Element in the

Points

KAIKA model
Conversations take place regularly in the company about how each member
wants to contribute to society.
The company encourages employees to have concern for new developments inBeing consciousof what is goingon in societysociety and gather information.
Conversations take place regularly in the company about new developments insociety.
The company provides opportunities to consider society and the company’sbusiness not only from a short-term perspective but also from a long-term
perspective.
The company always makes sure its activities are in line with the expectations ofsociety.
The company listens to and references a broad range of opinions and views
outside the company.
The company tries to identify potential future markets by observing society from

Respecting
diversity insocietyvarious perspectives.
The company tries to capture the various needs of workers and identify trends inthe ways in which work is conducted.
The company tries to keep up to date with technological innovation and trends innew businesses in various industries.
As professionals, many employees try to keep up to date with social issues such as
those related to the community, environment, or resources.
The company has initiatives that demonstrate foresight with changing clients or inchanging markets.
The company demonstrates foresight in initiatives to allow diverse employment
systems and ways of working.

Actively engaging
with society

The company demonstrates foresight in initiatives that take advantage of newtechnology or expertise.
The company demonstrates foresight in initiatives to confront social issues such as
those related to the community, environment, or resources.
The company promotes coordination with other companies, the local community,
NPOs, etc., to respond to changes in society.

■Checklist for mutual influence between the three elements
Element in the

Points

KAIKA model

Employees acknowledge diversity in values, experiences, and ways of working.
Employees express opposing opinions and ideas and utilize them in a positive

Independent
members
coordinating with
one anothermanner.
There is healthy competition in the company for employees to develop careersand motivate each other.
Employees cooperate with each other in order to contribute more to theorganization.
Contribution to the organization and the growth of the members appear to beachieved simultaneously in the company.

Incorporating
diversity to evolve

There is flexible and active coordination and cooperation with other divisions in
the company.
There is flexible and active coordination and cooperation with external

20

organizations.
Diversity in the values and experiences of each member contributes to theenhanced quality or expansiveness of work in the company.
Coordination and cooperation with external organizations is contributing to theenhanced quality or expansiveness of work in the company.
The company appears to be steadily evolving along with changes of the times.
Employees feel that they are fulfilling the company’s social responsibility as anorganization.
Employees feel that they are actively contributing to solving social issues.

Feeling connected
to society

Employees feel that the company demonstrates foresight in its activities andinitiatives.
Employees feel that they are contributing to society in their current roles.
The company’s close relationship with society is fueling employees’ motivation
to grow.

21Any unauthorized reproduction
is strictly forbidden
JMA 75th Anniversary
Proposals for Management Innovation“Implementing KAIKA
Management”
Japan Management Association
1-2-2 Hitotsubashi, Chiyoda-ku, Tokyo 100-0003
Tel. 03-3434-0380 (JMA Management Laboratory)
URL : http://www.jma.or.jp/
April 17, 2017