Michael Fitzgerald who writes for The Economist, The New York Times and other thought-leading publications just published in Japan’s Shukan Diayamondo an interview he did with me about Connection Cultures. Michael posted the pre-translation English version on his Archimedes’ Hot Tub blog.
When I worked for Morgan Stanley in the late 1990s, I spent some time in Japan analyzing the market to determine if it made sense to build or buy a Japanese investment trust business. I concluded that Japanese stock brokers’ culture was so different from Morgan Stanley’s that any acquisition would unwise. From my brief exposure to Japan it seemed to me that employee engagement was low, at least in the securities business. It may have been different in the automotive and other industries. Does anyone have any experience working in Japan and would share their thoughts with us about employee engagement in the country?
Michael Lee Stallard
Helping Leaders Create Cultures that Connect
