Servant Leadership

There's more to leadership than driving a team to profit. In fact, there's a word for looking beyond self-interest to prioritize individual growth: servant leadership. Try this course for a quick breakdown of what that is, how it works, and how it can lead to organizational success.

Organizational Behavior and Leadership

Ever wonder what makes a great leader? Whether your role requires leadership or not, understanding organizational behavior is useful for your career. This course from GLOBIS Unlimited can set you on your way.

Leadership vs. Management

Leadership and management are different skills, but today’s leaders must have both. Try out this course from GLOBIS Unlimited to understand the difference, as well as when and why each skill is necessary for motivation, communication, and value.

Strategy: Creating Value Inside Your Company

Have you ever wondered why certain companies are more successful than others? The answer is strategy: internal processes that control costs, allocate resources, and create value. This course from GLOBIS Unlimited can give you the tools you need for that strategic edge.

Strategy: Understanding the External Environment

To plan strategy on any level, you need to understand your company's external environment. In fact, your level of understanding can impact hiring, budgeting, marketing, or nearly any other part of the business world. Want to learn how to do all that? This course from GLOBIS Unlimited is the perfect first step!

Using Japanese Values to Thrive in Global Business

Japanese companies have unique cultural, communication, and operational challenges. But they also have values that have led to remarkable longevity. Check out this seminar to hear how these values help earn trust from overseas head offices and develop employees.

Turnaround Leadership: The Differences Between Japan and the West

What's the best way for leaders to communicate a shift in corporate strategy? How do you even know when it's time for such a change? This course explains how Japan might have one answer, Western companies another.

Conflict Management

Conflicts in the workplace are inevitable. But they can lead to positive outcomes if they’re managed well. Check out this online course for a two-step process that can help you manage conflict successfully.

Evernote Founder: How Tech Startups Can Break through in Japan

Can startup models from Hollywood and Silicon Valley succeed anywhere? Phil Libin, cofounder and CEO of startup incubator All Turtles, explains how AI can solve everyday problems to bring products to market.

Women Empowerment: Lessons from Cartier

How can women overcome gender inequality and reach their leadership goals? Cartier Japan CEO June Miyachi shares her secret in this special course from GLOBIS Unlimited.

Marketing: Reaching Your Target

Every company works hard to get its products into the hands of customers. Are you doing everything you can to compete? In this course, you’ll find a winning formula to turn a product idea into real sales. Follow along through the fundamentals of the marketing mix and see how companies successfully bring products to market.

Marketing Mix

Seeing good products into the hands of customers is no easy task. The marketing mix can help. It's a collection of strategies and tactics companies utilize to get customers to purchase their products or services, and is an essential part of the overall marketing process.

The Principles of Negotiation

With the proper skills and attitude, anyone can become a successful negotiator.  But first, you'll need to learn the basics to prepare for, assess, and respond to offers for the best results. GLOBIS Unlimited can help.

Negotiation: Creating Value

Want to create more shared value between yourself and your negotiation opponent? Discover how cognitive bias affects the judgment of others. Try this course from GLOBIS Unlimited to master the value of negotiation.

Finding Your Life Purpose with Ikigai

Ikigai can guide you in your quest for self-discovery. Listen to Japanese brain scientist Ken Mogi explain why and how.

Maslow’s Hierarchy of Needs

Want to leverage Maslow's Hierarchy of Needs as a leader? Try this short course to see how the theory can be applied in practical work scenarios.

Confirmation Bias

We all subconsciously collect information that reinforces our preconceptions. It's natural . . . but it does lead to a kind of flawed decision-making called confirmation bias. To become more objective and impartial, check out this course from GLOBIS Unlimited!

An Investor's Lesson to Entrepreneurs

Entrepreneurs have the power to transform societies for the better. But how do you attract investors to start or grow a business? Or to sell one? Check out this seminar for the answers to these and more, straight from a master venture capitalist!

Managerial Accounting

Managerial accounting is a powerful way to measure progress, identify problems, and meet your goals. Check out this course to learn how data-backed decisions can help you run your business.

Finance Basics: 1

For a healthy mix of quantitative planning, evaluation, and management, you need solid decision-making. And finance is the secret sauce! Get the essentials of finance in this two-part course from GLOBIS Unlimited.

Basic Accounting: Financial Analysis

Want to compare your performance vs. a competitor? Or evaluate a potential vendor? Then you'll need to conduct a financial analysis. This course will teach you how to use three financial statements and evaluate financial performance in terms of profitability, efficiency, soundness, growth, and overall strength.

Career Anchors

What drives you to be good at your job?

Career anchors are based on your values, desires, motivations, and abilities. They are the immovable parts of your professional self-image that guide you throughout your career journey.

Try this short GLOBIS Unlimited course to identify which of the eight career anchors is yours!

Digital Marketing Psychology to Transform Your Business

How does digital marketing really differ from traditional marketing? How is social media changing things really? And what's going on in Asia?

Pyramid Structure

Having the pyramid structure in your communication toolkit can not only help you approach a problem, but convince others that your solution is valid. Break away from linear thinking and test your logical thinking with this course from GLOBIS Unlimited!

Leadership with Passion through Kokorozashi

The key ingredient to success? Passion.

Finding your kokorozashi will unify your passions and skills to create positive change in society. This GLOBIS Unlimited course will help you develop the values and lifelong goals you need to become a strong, passion-driven leader.

AI First Companies – Implementation and Impact

AI is changing the way companies operate. How do you structure teams to increase efficiency?

Technovate in the Era of Industry 4.0

Is Industry 4.0 is the next step of human evolution human civilization? Dr. Jorge Calvo seems to think so. Join him to learn how the past can help you set goals for an exciting future of digital innovation.

Technovate Thinking

Business leaders of tomorrow need to harness the power of technology and innovation. That means understanding algorithms and how they drive business results. Discover opportunities to make technology work for your competitive edge.

Product Life Cycle

Every product takes a natural course through the market—there's a how, when, and why customers adopt products at different stages. Check out this course from GLOBIS Unlimited to find out how a product you use every day is part of this cycle.

Logic Tree

Logical thinking is the most valuable asset any business professional can have. That's why logic trees are such a valuable tool—they can help you identify a problem, break it down, and build it back up to a solution.

MECE Principle

Using the MECE principle can help ensure you categorize without gaps or overlaps. Check out this course from GLOBIS Unlimited for a practical demonstration of how it works!

Developing people is crucial for the success of any business. Mayuko Hashida concludes her interview with GLOBIS alumnus Shunsuke Karasawa, covering his transition to Mercari and how he is helping his new colleagues grow.

Hashida: Last time, we talked about your part in MacDonald’s Japan and the turnaround from a ¥25 billion deficit in 2015 to a ¥5 billion profit in 2016. Then in the summer of 2017, you decided to leave. Can you tell us why?

Karasawa: 2016 was a big year. We launched the Pokémon GO project and made our first profit in three years. We continued to do good things and were on our way to record profits, but my own desire to grow became stronger. I felt that the timing was right, so I handed in my notice.

Growth at Mercari

Hashida: So why did you decide on Mercari?

Karasawa: One of my friends from GLOBIS contacted me and said they wanted to introduce me to someone—Fumiaki Koizumi, Mercari’s Chief Operating Officer. Intrigued, I decided to go and have a meeting with him.

As Mr. Koizumi explained the company’s vision and plans, I felt excited about their potential. They were planning an office to support the president, and Mr. Koizumi asked me to do it with him.

One of the biggest reasons I chose Mercari was that it was so different from McDonald’s. I was going from a business with real shops to one that sells purely online. From a foreign company to a Japanese one. From a massive behemoth to a startup. I wanted a clean slate so I could try new things again and learn from scratch. I simply thought that Mercari would give me the most opportunity to grow.

Hashida: So what kind of work have you been doing at Mercari?

Karasawa: I joined Mercari in September 2017. During my first month with the company, I had one-on-one meetings with all the managers and the board. Then I put together a proposal on key management issues, and the board said, “OK, so if that’s what all the managers said we have to do, we want you to do it.” I thought, “Wow, what a great company! My job is basically to do what I propose, things that I want to do.” So in my role in the president’s office, I was the hub of the organization, sharing management decisions and the reasons for those decisions with those working on the front lines of the company. Just as importantly, I shared issues from the front lines with management.

Since April this year, I have taken on the role of Executive VP of People and Culture. I’m responsible for the people-related aspects of the company, such as personnel, general affairs, and labor. I’m also in charge of the corporate engineering team, supporting the entire corporate body. I’m still head of the president’s office, too, so I also support the board.

Hashida: How is it different from your time at McDonald’s?

Karasawa: Well, the two businesses are in completely different phases, so the challenges they face are also different. At McDonald’s, we were in a turnaround phase. We wanted to keep our strengths as they were and change what had to change. Mercari, on the other hand, is right in the middle of the growth phase. As the scale of the company gets bigger and bigger, the number of employees also increases, so we face problems like training falling behind our needs. It also gets harder for management decisions to reach the front lines. There are many of these sorts of growing pains, and we face them every day.

Mercari’s bold personnel system

Hashida: Do you face a lot of challenges with personnel?

Karasawa: People are central to any company, so problems with people always come out. This year, we’ve just implemented a new member-centered personnel system, which we discussed and planned in-house. Fortunately, we have excellent engineers within the company who helped us build the database in a short period of time.

Mercari has three values: go bold, all for one, and be professional. We take them all very seriously, and we used those values to build the personnel system. We base our evaluation of employees on what we call OKR (objectives and key results), as well as how our people act according to our three values.

The evaluation system itself includes an element of going bold because rather than the more common relative evaluation, it is an absolute evaluation system. Since we decided against setting the source of pay increases, in theory they’re unlimited. If you make evaluations with limited resources, even raising one person’s salary will result in less for someone else. That way, the system is all relative, and you divide out pay increases on a bell curve. You can’t say that’s a fair evaluation. I believe that appropriate compensation should be awarded depending on the person’s most recent evaluation.

Hashida: That sounds tough to manage.

Karasawa: To make a fair evaluation, you need to align the whole organization. The taste of each manager should not influence evaluations. We hold a calibration meeting between the managers of each division and the executives to examine whether the evaluations for the employees in that group are appropriate. It takes some groups two whole days to carry out. Given everyone’s workload and the value of their time, that’s a lot. But because human resources are more important than anything else, we recognize it as a necessary cost. In the end, the management team reviews every employee evaluation.

Aiming to be the global benchmark

Hashida: So what are Mercari’s goals for the future?

Karasawa: We want to be a benchmark company like Google or Facebook. When Google changes its personnel system, many companies follow suit. That’s how much influence they have. We want to be the sort of company where everyone says, “We want to be like Mercari.”

Hashida: What kind of role do you want to play at Mercari?

Karasawa: I want to make Mercari a top Japanese company that can also compete on the global stage. I will do whatever I can to contribute to that. That’s what people are for. It’s not just Mercari, but any company, any organization. They’re all made by the people in them. That’s why the people are more important than anything. I want to create an organization where each individual works proactively and independently with passion and vigor, seeking ways to grow. If the people grow, it also means the organization grows.

Because I am now in charge of the people aspect of our organization, based on our personnel system, I want to accelerate the recruitment of people that fit Mercari and strengthen our human resources. I want this to be a company where people can keep growing and growing.

Culture is also important. We are trying to build an organization based on the intrinsic goodness of human nature. Even though there are no rules, we believe in everyone making the right decisions on their own. Our management believes in the staff, so the staff believes in the management. I think companies with this kind of virtuous cycle are really strong. With Mercari, I feel so much possibility. I’m so lucky to be working with such wonderful people.

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