Interview with Noriko Ishida / Canadian Chamber of Commerce in Japan

 As part of the Canada-Japan Business Scrolls series, Noriko Ishida, General Manager of the Canadian Chamber of Commerce in Japan (CCCJ) for over three years, agreed to speak with us. In a digital interview conducted at 11 a.m. Tokyo time, which was 10 p.m. the previous day in Montreal, she shared valuable insights on how more Canadian companies can succeed in their business ventures in Japan. She discussed the importance for organizational leaders—particularly during challenging times—to stay focused on their company’s mission and uphold the core pillars that support it. She also emphasized the need for leaders to act with integrity and make decisions aligned with their values throughout their careers, among other key lessons.

The Canadian Chamber of Commerce in Japan

Founded in 1957, the Canadian Chamber of Commerce in Japan (CCCJ) is a private, non-profit organization dedicated to promoting trade between Canada and Japan. Representing 46 business sectors, CCCJ is a member-driven and member-focused organization. With over 400 members, it proudly holds the distinction of being the oldest organization of its kind in Japan.

To achieve its mission, Ishida san highlights three strategic pillars:

1- events

2- communications

3- advocacy

In challenging times, it’s essential to remain focused

Shortly after taking on her role, the President was confronted with a significant external challenge: the pandemic. For an organization whose strategic pillars include organizing events for its members, the situation quickly became complicated. “Initially, we could hold networking events via videoconferencing, but people eventually grew tired of this format. Participation dwindled.” she said.

In the face of adversity, it can be tempting for leaders to reconsider their mission or strategic pillars. After all, during tough times, progress can seem slow, and it may feel like a gardener watering soil without seeing bamboo grow*. However, especially when a company has a proven formula and has already weathered significant challenges, this is precisely when leaders must trust themselves even more and stay the course. “Eventually, in the third year, face-to-face events resumed. We began with a hybrid format, and gradually transitioned back to fully in-person events.

Being of service to others is a powerful source of motivation

As a leader, it’s crucial to understand that the larger the group you lead, the more diverse the range of opinions you’ll encounter. According to Ishida san, “You must recognize that, even though people may have differing views, we all share the same goal: to expand business relations between Canada and Japan.

It’s equally important to understand that a leader’s role isn’t to impose their own opinions on the team. Sometimes, achieving the collective goal requires putting aside personal views. Ishida san adds, “At times, what’s needed isn’t rallying your team around your own opinion, but rather uniting them around the collective opinion of the team.

Having the right attitude is all about perspective

In the early stages of your expansion project in Japan, excitement is high. As a leader, you have a long to-do list, several meetings lined up, and, with some luck, a pipeline of projects along with a relatively healthy budget. Everything seems to be going well.

In another scenario, you may have just transitioned from the parent company after years of working with a large team and abundant resources. 

Yet, when you find yourself in the office of your new branch, operating with only a fraction of the resources you’re accustomed to, things will inevitably become challenging. In short, you’ll need to do more with less. It’s at this point that it’s crucial not to get caught in the comparison trap but to maintain the right attitude.

Ishida san knows firsthand the importance of maintaining the right attitude in all circumstances. She has volunteered on two seemingly similar projects—one with a large budget and one with a much smaller one. First, she worked as an interpreter at the 1998 Nagano Olympics, and then at the 2005 Special Olympics. She observed how easy it was for volunteers to work with substantial resources at the Nagano Olympics. However, with the Special Olympics’ more restricted budgets, complaints about the lack of resources were more common. “The Special Olympics was a private project with limited budgets. Volunteers would complain about the absence of shuttles, having to find their own way to work sites.” she recalled. “It’s easy to complain about what we don’t have. But the real test is to focus on how you’re going to overcome the challenges, whether you’re paid or not.

Regardless of whether you have large or limited resources, it’s essential to stay focused on your goals. We must resist the temptation to dwell on the resources we lack. If we make that mistake, we risk falling into the trap of making excuses for our failures. Instead, by maintaining an attitude that emphasizes solutions, we can focus on what we can build. Despite the challenges, this mindset will help us recognize the resources and opportunities in our environment that can lead to success.

Accelerate your path to business success in Japan with the right partners

If you’re planning to expand your business in Japan, partnering with an organization that specializes in the field and is familiar with the local landscape will be an invaluable asset.

For instance, reaching out to a Japanese governmental organization such as the Japan External Trade Organization (JETRO) can be a smart move. JETRO can provide you with market research, case studies, and essential tools to help you navigate and succeed in the Japanese market.

Staying within Japan, Ishida san suggests, “A private organization like CCCJ, with over 400 corporate members, serves as a community of Senpai—individuals with extensive experience and expertise in doing business in Japan. This community can connect you with the right people, easing your entry into your target market, and help you build valuable relationships in the industry.

Finally, a Quebec-based organization like the Quebec-Japan Business Forum (QJBF) offers a platform that grants you access to critical insights without needing to travel to Japan. Through events and publications, you’ll gain valuable knowledge from its members, covering a broad range of topics such as launching and managing a business in Japan, understanding Japanese business and consumer culture, legal support and intellectual property, government programs, and more.

To succeed in Japan, make sure you…

Ishida san suggests that the first key to success in Japan is “…good research and adequate preparation.” Gathering the most up-to-date information on your target clientele, competitors, distribution networks, and the legal environment will be invaluable when preparing your business plan.

Secondly, she emphasizes the importance of “…understanding the culture and building relationships with local people.

The third key to success is patience. It’s easy to overestimate how quickly success will come. Patience is crucial on at least two fronts. First, on a moral level, you must stay motivated and keep your partners optimistic about future success. Because when progress takes longer than expected, the cash register often empties faster than it fills. That’s why it’s essential to have enough capital to see your project through to profitability.

Regarding patience, Ishida san highlights a challenge faced by Canadian companies when entering Japan: the difference in project launch approaches. “In Canada, when we launch a project, we first define the objectives we want to achieve. Then we determine that to reach objectives A and B, we’ll take actions B and C.” Given Canada’s entrepreneurial culture, this approach seems logical, if not the only one to follow. However, it’s critical for Canadian companies to understand the Japanese perspective on project launches.

She continues, “In Japan, the approach is more focused on preventing mistakes [rather than solely focusing on objectives]. The mindset is to ensure that we don’t make mistakes, which means we need to take actions A, B, and C. Then, if a mistake occurs, we have to do D, E, and F. It’s a completely different way of preparing for project management. That’s why patience is necessary, because Japan is a more risk averse country.

Don’t change who you are; appreciate who you’re with. 

Ishida san is firm in her stance: “Changing who you are [to succeed] is a no-no.” Instead of adapting by changing yourself to fit Japanese culture, she suggests “…appreciating the local culture” and showing genuine interest in it. “Canadian culture has its strengths and unique qualities, and the Japanese can certainly learn from these. Simply changing wouldn’t create the synergies we’re aiming for.

This approach holds true whenever two or more cultures work together. She adds, “Canadians have their way of doing things, and the Japanese have theirs. Our goal is to find a middle ground while appreciating what we have in common. Stay curious and engage in discussions about each other’s perspectives.

The type of personalities who succeed in Japan…

To build business and lasting relationships in Japan, acting with integrity is essential. Ishida san emphasizes, “Being sincere and honest are undeniably key to success in both your professional and personal life. You must be consistent and treat everyone the same, avoiding criticism of others when they aren’t around. This is especially important in smaller expatriate communities.

We also asked her if extroversion is essential for success in business in Japan. Ishida san responds: “Absolutely not. I don’t consider myself particularly skilled at socializing with people I don’t know. However, I do recognize the importance of stepping out of your comfort zone. You have to make an effort to meet people and socialize…” all while staying true to yourself. “It’s through meeting people that you’ll identify the right individuals who can help you along your journey.”

Myth and reality

Many Asian countries, including Japan, are known for having a business culture that demands long working hours. While the pandemic has shifted this culture somewhat, the tradition of extended office hours is deeply ingrained, with the lights still on in office towers well past 10 p.m.

According to Ishida san, this difference stems from how the Japanese approach work compared to Canadians. “For the Japanese, the process is valued more than the outcome. In Japan, it’s accepted to experience setbacks as long as you show dedication to achieving positive results. In contrast, in Canada, as long as you achieve results, managers don’t care how many hours you spend in the office. That’s why people in Japan often work long hours—to demonstrate their commitment to success.

Online interview conducted by Francis Carroll, Sept.2024