Abstract

Japanese organizations and workers have stopped thinking and, by extension, stopped acting.
The author, who has observed more than 400 Japanese companies, municipalities, government offices, and other workplaces, is acutely aware of this. The decline in Japanese companies' international competitiveness, productivity, and wage levels clearly shows that the traditional model of success will not win out.
The author, who has seen the decline in global competitiveness, productivity, and wage levels of Japanese companies, is keenly aware of this. Our workplaces are just too much work." That's what it feels like.
In 2022, Japan was in a pervasive situation where one could not help but feel this way.
We need to face this reality, think, and update.

Table of Contents
Introduction: Breaking Free from "Thinking to Stop"
Chapter 1: What to do about the old "organizational culture?
Chapter 2: What to do about the lost "thinking ability"?
Chapter 3: What to do about the cramped "evaluation and personnel system"?
Chapter 4: What to do about "communication" that is only a formality?
Chapter 5: What to do about troublesome "administrative and indirect work"?
Chapter 6: What to do about Unreasonable "social structures and Conventions?"

Author’s Information

Amane Sawatari　　
She is an expert in work style and organizational development, organizational Transformation Lab. She is CEO of Amane Career Corporation, Director of Hamamatsu Workstyle Lab, Advisor to NOKIOO Corporation, Advisor to HR departments of major companies, etc. She is a member of the expert panel for DX White Paper 2023. She worked for Nissan Motor Co., Ltd. and NTT Data Corporation (in the information systems, public relations, and network solutions divisions) before assuming her current position. He has supported and lectured on work style, organizational, and management reform at more than 400 companies, municipalities, and government agencies and has written and appeared in the media.