Developing the Next Generation of Global Leaders
Subject Company and Background
A Japanese manufacturer that has expanded its business worldwide. The company has already opened a large number of overseas bases, but is planning to further expand overseas sales through M&A. Consequently, a program for global human resources development was implemented to swiftly bring along next-generation executives, who will be trained to follow through on the strategies of the overseas subsidiaries’ current management.
Company Issue
  • How to best align the employees, newly acquired through the global M&A efforts, with company policy.
  • How to foster teamwork throughout the global corporation.
  • How to develop the loyalty of all employees at each overseas subsidiary company.
Subject Employees and Headcount
Local employees who were currently in the number-two or number-three posts at each overseas subsidiary, and department managers, who could become the next generation of leaders in Japan, were the employees chosen. Over a dozen employees from all over the world were selected for the program, conducted over a year’s time.
Program Content
<Phase1 > Human Resources Selection and the Kick-Off Meeting
All the selected personnel are brought together at the headquarters office. A kick-off meeting to announce the annual plan, including the future direction of the company, and related discussions are held with the participation of the company president and board members.
<Phase2> The Learning of MBA-type business skills by selected employees throughout the world
Utilizing AMA’s network, each subject participant receives intensive training in MBA-type skills, including finance, marketing, management, and strategy development, by attending a two- to three-day program in each region. The unified program, wherever it is conducted throughout the world, is delivered in English.
<Phase3> Action Learning
All subject members are brought together based on the common knowledge obtained during Phase 2. They are divided into groups, where they discuss relevant issues and develop strategy through their shared learning. The strategy developed, based on the company company’s current planning and direction, is presented to the top management.
<Phase4> Strategy Execution Ability Development Program
How should the selected participants, who will eventually return to their individual regions, involve their local employees and exercise leadership? How will they, as local messengers, articulate the directives of the headquarters office, and ensure execution of the strategy developed through action learning? All participants attend the “Strategy Execution Ability Development Program” to learn the answers to these questions.
<Phase5> Practice in Actual Work
By utilizing the skills acquired and networks built, over the course of a year, each participant returns to their region, shares the information locally, and puts the action plan into place.
Effects of the Training
  • The initiative was planned and developed by the Japanese staff. Once applied, improvements were seen in the motivation, loyalty and commitment of the European and American staff. Their sense of “career stagnation” disappeared.
  • Program participants were able to learn a common business framework.
  • The desired direction of the headquarters office became clear, and each overseas subsidiary company became capable of taking action that aligned with the initiative and plans of headquarters.
  • Worldwide internal communication significantly improved.
For more information, contact us at:
03-5786-3800 info@amajapan.co.jp