The company celebrated its sixtieth anniversary this year, and it is fifteen-and-a-half years since I succeeded the founder in the management of this company. Before assuming the presidency, I vowed to the employees to make this "a good company to work for." More specifically, "short working hours, high quality products, a good range of services, and a highly profitable company."

I am proud that Obun Printing, through the efforts of the employees, provides high quality products and good service, but short working hours and high profits still need work. As the manager, I am held responsible for these.

However, I will certainly make this a good company. With a little more time, I will certainly accomplish this. I am hoping with all my heart that all employees will be proud to work for Obun Printing, and will think that it is a good company to work for.

Obun Printing's business environment has changed dramatically over the last fifteen years, and we have been able to head in the direction we wanted to go. There is no doubt that this is the right direction, because we are acquiring new markets, services and techniques.

While good things are good, they mean nothing unless the customer sees them as such, and says, "I am happy with Obun Printing." I believe that the goal of my leadership is making Obun Printing a company that makes customers happy. I will pursue the road that leads to growth and development.

Why are there more bad mannered people? I do not want to brag about it, but while my children were young, I insisted on good manners. As a consequence, when a guest was having dinner with us, and eating with his elbows on the table, my children said to him immediately, "Don't put your elbows on the table." My guest felt humiliated, but I could not scold my children. I could do nothing because, in the first place, my guest did not have good manners.

Yet, not eating with your elbows on the table is not that important. In the train, people who occupy two seats, people who do their make-up, and young people who do not give up their seats for the elderly. People who start smoking after eating even though there are others still eating, and people who smoke while walking on a non-smoking sidewalk.

It is now scary to warn people, because you never know what they will do to you. Therefore, at most, I scold JR conductors—there are some bad Japan Railways conductors, who do not go through the proper motions to ensure safety. On top of that, they are long-time employees, who should set a good example. I have scolded five conductors already. However, the other day, I saw one going through the proper motions smartly. It was a young, female conductor.

I think that everyone has the experience of being astonished by the difference between how other people see us, and how we see ourselves. A familiar example occurs in assessment. We ask ourselves, "Why?" However, imperfect people assess imperfect people, so mistakes do occur. Even when we think we did our best, and produced good results, the assessor quite often sees that the results could have been better. Specifically, there might be no disagreement about what was achieved, but there might be a difference in the interpretation of the quality of the achievement. The assessed might have expected an "A," and was disappointed to get a "B."

When the results of an assessment are unexpected, it is important to accept the results humbly, thinking, "I was not understood, but in next assessment I will behave so that I am understood." However, with repeated poor assessment results, the assessed should wonder whether the assessor is being fair. If it is difficult to accept the view of the assessor, it is important to discuss it with them. If the views of the assessor are still unacceptable, discuss them with their boss. Through discussion, understanding will surely be increased. We might better understand the expectations of the boss, or we might think that the boss is also unfair.

For assessing, being fair and humble is harder than you think. However, effort will surely increase fairness and humility. That is the duty of the assessor.

We are always urged to change how we do business, but for many printing companies, that is very hard to do. Simply increasing efficiency is a Herculean task, unless you renew the hardware. So, when it comes to changing the contents of your business, no doubt how hard it is. However, if it is not done, the existence of the company is in jeopardy.

How can the printing business be transformed, when traditionally, printers have waited for customers to arrive, and printing uses heavy machinery? The printing industry has always had the attitude that they will do whatever the customer asks. You can imagine how hard it is to transform such a company on your own, through your own willpower and ideas.

So, how is Obun Printing doing? One of our strengths was incorporated by the founder: "Obun Printing = strong in foreign languages." In addition to this strength, we are developing a second one: "E-printing = new added value through the fusion of the web and printing."

It is best to print the material where it will be used, provided the printing costs are reasonable. Then there are no transportation or mailing costs, and the delivery date is the earliest possible. The printing contents are already digitalized, so they can be sent anywhere. Concerning the appearance of e-printed material, the document is automatically typeset by the server, and is changed instantly into a PDF file. We have developed such a system, and, using it, we can check the finished product immediately. These are excellent features, and this system is the most suitable for printed material with a short turnaround time.

Five or six years ago, we began the internal development that had "automate" as its keyword. The result was the typesetting server. Our business revolution began five or six years ago. To tell the truth, it was long and hard.

Vocation and responsibility are heavy words. Their meaning is heavy, and their sounds are heavy.

Reading these two words, I realize that there are people who believe that their meanings are similar, and there are people who believe that their meanings contrast. Until a little while ago, I did not use "vocation" and "responsibility" as if they had similar meanings. However, one day, through the words I actually used, "My vocation is managing the business," I realized that I was a person who was eager to make Obun Printing a good company at all costs. Until then I had thought that management responsibility meant the president taking responsibility for all the company's activities. However, when the word, "vocation" occurred to me, I realized that responsibility and vocation have similar meanings. If someone were to say, "You are a manager. How is that you realize something so obvious only now?" I would have to admit that this is true. By writing these things down, I see things that I had not noticed before.

As a superfluous addition, maybe it is only me, but vocation strikes me as active, while responsibility strikes me as passive.

I think our existing business follows the 80-20 rule, but if we want to increase our B2C business on the Internet, Long Tail theory cannot be ignored. The term, "Long Tail" comes from an article in the American IT magazine, Wired, in October 2004, by its editor-in-chief, Chris Anderson. You can find out about the theory by checking the Internet. However, to paraphrase, "It is possible to found a business on less popular products." It is said that thirty-five percent of sales on Amazon are for books you cannot buy in a general book store. Bookstores only stock books that will sell, and the best-sellers are laid out to catch people's eyes. Less popular books are not even put on the shelves. Internet companies, however, do not need actual stock. They need to list the items only. If you check Amazon for minor books, you will find them, and be able to order them. Many a little makes a mickle. A bookstore may sell only one copy per year of a less popular book, but if ten thousand people around the world want to buy it, ten thousand books can be sold. This is the amazing thing about the Internet. Through the Internet, we can develop new goods, and suddenly experience the fun of Internet business.

Obun Printing will also be able to experience a part of the fun.

I met a famous educated person the other day (I will not identify him to protect his identity) and we talked about various things.

When I said, "This book is from a blog," he asked me, "What is a blog?" I was a bit confused, but I carefully explained so as not to be rude. Later, when I said, "This is from a website," he also asked, "What is a website?" I was a bit surprised because I thought that "blog" and "website" were not technical words any more.

But the next day, on recollecting the conversation, I understood how good and impressive he was. I understood that he was thinking, "If you do not know, ask."

Well, after talking about difficult things with my employees, I am often uncertain whether my audience understands what I have said. I ask, "Do you understand?" They nod. Then I ask, "What do you think about that?" Their explanations are often incoherent. If they do not understand, they should better ask, why don't they? They might be thinking that it would not be good if I noticed that they did not understand.

The previously mentioned person may have been believing that if there are things he does not know, it is not shameful to ask, because it is not that his specialty.

"Lots of knowledge is praised, and no knowledge is condemned." Before being worried about that, you should better acquire a habit of reading, cultivate an insight, and have intellectual curiosity.

Thinking back myself, when I began to speak a little English, I had trouble saying, "I don't know." I understood a bit about the subject, but if I said, "I don't know," people would think I understood nothing. I wanted to say that I understood a bit, so could not say that I didn't know. I regret this now. Once I adopted well the strong attitude that it is OK to say you do not know the answer though you have understood the question, I was able to say openly, "I don't know."

Ask if you do not know; it shows good manners to the person doing the explaining. Pretending that you understand is rude.

When we learn new things, we listen carefully to the teacher. If there is a rule, we try to follow it. It is natural that students do as their teachers do.

Now, how about in the company? When business procedures change, new systems are introduced, or new techniques are to be learned, you will be taught by the boss or by a senior. This is a situation where you are being taught about your job. But the job is part of life. Your view of life and your way of life is reflected in how you do your job, and in how you think about your job. So, if you who have a subordinate, it is reasonable to teach them about how to use their time, the meaning of their job, and the proper view and way of life.

We are impressed by the boss who teaches the essence, not just the surface. Even if you are a leader with one or more subordinates, tell them, "Learn from me." If you live sincerely while holding to your purpose and goals, you should be able to say so. And it is the pride of the leader.

At job interviews I say, "If you join the company, you may be forced to do jobs that you do not want to do." Also, I say, "It is important to put effort into those undesirable jobs."

I also remember that when I was an apprentice, I would sometimes think—why must I do such things?" However I did not do the tasks reluctantly, instead I did my best. As a result, when I look back, I have no regrets now. Even though I did not like the job, I think from the bottom of my heart that it was really good that I did it. If I had performed it irresponsibly, I would not feel the same way.

I dare say there is no useless experience, if you try hard at it. But you cannot understand this until you reach a certain age.

No one would argue that knowledge and wisdom are two completely different ideas. But how are they different? How are they related? I will write down my own opinions.

Does accumulated knowledge automatically nurture wisdom? No, I don't think so. Then is knowledge unnecessary for gaining wisdom? No, to gain wisdom, knowledge is essential. So, how do we gain wisdom? Of course, I have never studied brain physiology and right from the start, I don't intend to offer any scientific explanation. It is impossible and I just would like to share my views with you, which are all based on my experiences.

A good example is this blog, "Thoughts on Management." Can you gain knowledge from it? No.There may be small pieces of knowledge, but it is almost nothing. All it contains are my opinions. Where do these opinions come from? Indeed, they all consist of my humble knowledge and experience. In other words, my opinions are the results from the multiplication of one thought by other thoughts, seasoned by experience and considered from various angles. Ideas like "Five Faces" and "Better than Best," that I have used as titles for entries on this blog, are typical examples of wisdom I have obtained.

To begin with, always question things and never swallow other people's words—this is the bottom line. Even when the words come from a great intellectual figure, just regard them as the way the person thinks, and question yourself, "Now, how do I think?" With such an attitude, I believe one can cultivate unique views and thoughts. "Thoughts on knowledge and wisdom" is a profound theme, and I am sure that there are different people with different opinions. I would love to listen to them.

I hear people say, "Stop envying others because it makes you poor in spirit." However, I envy people openly. For example, when someone says "I've just got a new car," this person is actually bragging, which means that they want to be envied. In response, I envy this person, and he feels delighted, just as expected. So with my jealous feeling, I have made this person happy.

Feeling of envy also motivates you to work harder. "Okay. I will work more so that I can buy a new car." At the same time, looking at things from another perspective, you should "learn to be satisfied with what you have." It may lead to a lack of ambition, but if you are reasonable, you will not feel poor.

Thus, if you have the spirit of service to make someone happy as well as the will to "learn to be satisfied," you can envy them fair and square.

Because of the collapsing bubble economy, to fight deflation, companies rationalized and downsized, and cut prices. These actions were inevitable in order to keep up with changes in the business environment.

As a result, companies in the printing industry are faced with two options. The first is to patiently rationalize and downsize, the second is to courageously change direction. Very few are doing the latter. That is natural because, in this industry, we do only what the customer demands. We are not used to making demands ourselves.

However, the business environment has changed remarkably. As examples, the importance of printed matter has changed, there has been technical reform both inside and outside the industry, and there is the new infrastructure of the Internet. In January 2000 we declared our intent to enter the e-printing market, and worked hard and steadily towards making the change.

Increasing new business without dramatically reducing already existing business is very difficult. Our actions over the last ten years have focused on preparing for the change, and now we are working towards making it.

It is psychologically much easier to make changes yourself rather than to chase them. However, developing new products and services through anticipating demand requires courage.

December 18th is both an anniversary and a turning point. We continue to devote ourselves in "making our customers happy"; in this point we will not change. But we also start to work on "creating demand that did not exist before."

Unfortunately, the founder passed away eight years ago. But he planted the spirit of "loving the new," which I want to nourish. I want to continue creating jobs we can enjoy.