As part of the Japan-South Korea Industrial Co-operation Symposium, a special summer seminar was held on July 19 and 20 at Lotte Hotel in Jeju Island, South Korea. This seminar was co-hosted by the Korea-Japan Industrial Technology Co-operation Foundation and the Japan-Korea Industrial Technology Co-operation Foundation, and has been held for eight years.

For some reason, I was among those chosen to make a presentation at this seminar. When I received the request, I was a bit hesitant. Yet, on second thought, I felt it was a good opportunity to draw together what I always think about and discuss with my employees and board members. I polished the contents again and again, and produced a draft for a one-hour presentation under the title "Going Concern: My Management Policy."

About 150 people participated in the seminar, comprising the management executives of small and medium-sized enterprises in South Korea. They listened eagerly to my talk, and asked many questions afterward. I could feel their earnest attitude on the subject of management, and was moved deeply by that.

I've made some corrections to the draft presentation, and present it here.

1. Introduction
I'm Ryushi Wada of Obun Printing. First of all, I'd like to express my sincere gratitude to the Korea-Japan Industrial Technology Co-operation Foundation and the Japan-Korea Industrial Technology Co-operation Foundation for giving me this opportunity to get to know you all.

I named today's presentation "Going Concern: My Management Policy." "Going concern," as you know, means a "concern that can continue to make a profit," and I think this expression describes simply one of the basic missions and aims of business activity. I'd like to talk about how I'm trying to achieve the "continuous growth" of my business as its president.

2. I'm not the president of a printing company; I'm the president of an information processing and draft-making company.
My company handles printed matter, and by its nature printed matter functions as a tool or medium that links the information sender and the information receiver. You can't make effective printed matter unless you grasp fully what and who you want to address, and what kind of reaction you expect.

So it's very important to arrange the contents the client has in mind, which might not be sufficiently specific, into a clear, concrete text or design. Of course, the product must have a strong visual impact, so printing also plays a major role in the final process.

My company, Obun Printing, has been strengthening this pre-printing process for 20 years. Because of this, we have almost the same number of personnel in the book manufacturing section, which includes printing and book-binding, and the pre-printing section, which includes planning and production and digital processing.

Now, I'd like to change perspective and ask a question: what's the essence of your business? I view my company's scope of business broadly and see it as "information processing," not just "printing." Thus, our scope of business includes the production of digital products such as CD-ROMs, Internet-related system architecture, and typesetting by program, as a matter of course. As a result, we've succeeded in holding the line against conventional printing companies. I believe it's essential to reconsider what your business is about in order to respond to the needs of society, which are changing constantly.

3. Printing consists of both the "expression of wisdom" and manufacturing technology: in the past, if you had wisdom, you could get all-in-one orders from planning to printing, but not any more.
You may feel that part of my title for this section, the "expression of wisdom," sounds conceited. But what we actually do-grasp customers' sometimes vague requests, put them into text and think of a suitable design and layout-is pretty intellectualized work. Then we convert the text to digital data, and finally operate the printing machines. Making printed matter involves completing smoothly all these procedures. This background applies to all the printed matter you read everyday.

Anyway, provided that the client thought our "expression of wisdom" was good, we used to automatically receive the order for the printing as well.

4. Today, "expression" is regarded as a totally separate process. Printing is judged by the conventional criteria of "price, quality, and turnaround time."
Today, however, an order is made separately for the pre-printing stage and the printing stage. Whereas getting an order for pre-printing used to mean getting the order for printing as well, now that's all in the past. Printing companies are screened for their "expression of wisdom," and again need to win the price competition for printing. So we must brainstorm to create a better "expression of wisdom," and when it comes to printing, we must propose our best possible price, quality, and turnaround time. In our case, we have employees dedicated to both stages. So it's necessary for us to be skilled at both stages of pre-printing and printing. If we're only competent at one of the stages, it's impossible for us to pay for all the employees. As this example shows, low prices come first in Japan, in the aftermath of the bubble economy.

5. Our company is about succeeding in the fields of two totally different lines of business.
Now, I'd like to talk about how we're dealing with this kind of situation. I consider Obun Printing to be a company that has two perfectly different sets of expertise. Technically, it's just one company called "Obun Printing," but actually the company's aiming to succeed in two different lines of business. What do you think we do to make our "expression of wisdom" excellent? First of all, we're training our employees to equip them with new knowledge and expertise-doing the same job everyday just makes them smarter or more organized at their jobs, but doesn't give them any new knowledge or expertise. Consequently, if our employees must make a presentation with the most advanced software, they need to have such training outside of working hours. Also, it's important to actively recruit specialists. This is what we're doing to make our "expression of wisdom" successful.

6. We try to have unique expertise in our "expression of wisdom" business.
Second, we aim to have our own expertise. Everybody prefers lower prices for something that's sold by a number of companies. But if only one company sells the product, people can't compare the price with other companies, and you can set the price on your terms. Frankly speaking, until recently I wasn't in the position of expressing such a bold, perhaps conceited, idea. I thought it would be merely a dream for a medium-sized company like Obun to have its own unique expertise. Yet, we were able to do so and succeeded in commercializing it, after investing lots of time.

When that happened, I realized yet again the significance of research and development in attaining our own unique expertise, even though we're a medium-sized company. Now I believe that developing functions with more unique expertise is the way to conduct a stronger business.

7. Three requisites for the manufacturing business: competitive price, ultrashort turnaround time, and high-quality, stable production-we do all we can to attain them.
Next, I'd like to talk about the methodology for successfully sustaining the manufacturing business. Our company's trying to utilize the advantage of scale. To do that, we're aiming to realize an electronics manufacturing service for our Printing Division. We don't care about the brand of "Obun," we're trying to achieve highly efficient production. It's ideal for production facilities to operate 24 hours a day, 365 days a year. But if your salespeople can only get jobs for 12 hours, then you can share the facilities with another company. This enables the facilities to operate all day. Moreover, if you eliminate unwanted machines, depreciation will decrease and your company will have a structure that can earn a profit. Cooperation among multiple companies must be the best way to turn such a condition into reality. To thrive in a situation of demanding price competition, it's no use to think like a "big fish in a small pond." Instead, we must think about how to win such a competition, and one answer is to share production facilities, achieve a merger, or set up a new company among several companies.

The demand for shorter turnaround time has grown increasingly strong in recent years. The shortest turnaround time among our jobs is six hours following the order. The average turnaround time for the jobs of our relevant division is 24 hours. We receive the file by telecommunication line and deliver the printed matter the next day. Since it's a finance-related printing job, such a prompt response is a matter of course, yet the same thing's required for other jobs. I think for human beings it's physiologically natural to work from sunrise to sunset, and I myself think such a rhythm is ideal. Yet our customers, or the trends of society, don't allow us to live in such a way. I truly regret that, but to comply with customers' requests is the starting point of business, so as a corporate manager that's what I must do.

By the way, the requisite of "high quality" has already been taken for granted. Everybody thinks that beautiful printed matter is better than bad-looking printed matter. But excessive demand for good quality becomes a social problem, I believe. Of course, if text is placed incorrectly or unreadable because of dirt, that's defective, no matter what anyone says. On the other hand, does it really matter if a spot one-100th the size of a letter is between two letters? In fact, ordinary readers don't care about that kind of dirt, but those who consider only their own interests demand such unreasonable quality. If a product doesn't meet the standards of those who demand abnormal "hyper-quality," it's judged defective, all the lots are discarded and reprinting is necessary. Such a phenomenon is happening everywhere in Japan these days. Such demands never consider natural resources, unfortunately. But it's not necessary for me to speak ill of them to you.

My talk has strayed off the subject, but it's natural for everybody to prefer better quality provided that the price is the same. So we must pursue higher quality to the extent that it's not excessive.

8. Selection and concentration
As a company develops, financial requirements also expand, no matter what. When an affiliated company receives a loan, the parent company is required to guarantee the debt payment in most cases. Subsequently, the loan limit for the parent company decreases.

Two years ago, I became concerned that giving too much independence to our affiliated companies might cause cash-flow problems. As a result, I announced the introduction of "group management," which meant I'd participate in the management of the affiliated companies more actively than previously. In particular, I emphasized financial planning. When I reviewed the entire Group, I noticed that a different treatment was necessary for each of the companies. To achieve a better future, one company needed capital investment from outside, while another one needed to be independent from the Group.

When I introduced outside capital, I rethought the relationship between the company and myself as the owner. I asked myself, "What do I want to do with the Company?" My answer was, "I have no interest in being just the owner. What I want to do is manage and develop the Company." Therefore, what should I do in terms of the Company's financial planning? If support by Obun Printing is necessary for the growth of an affiliated company, let's commit to that, and if support by another firm is good for that company, why not introduce outside capital?

Obun Printing used to have complete ownership of its affiliated companies, but now its ownership of the affiliated companies is not necessarily the same: 85% for wincubic.com and Five Cs, and 30% for High Technology Communications.

9. Corporate managers must have a "management philosophy" to make a series of managerial judgments.
Corporate managers must make large-scale judgments and decisions on a number of issues: acquisition, sale, inauguration of businesses, planning of management policies and management strategies. One Japanese corporate manager has said that "making money is a technique, and spending money is an art." Another corporate manager has said that "management is a science." Both remarks are interesting, but I'm not in favor of either of them, because management includes both aspects. I just think that the larger an organization becomes, the more management is carried out by "management personnel." It's impossible for the corporate manager to achieve a fruitful outcome without the support of the management personnel. Therefore, most of the judgments made by the corporate manager should be understood by the management personnel as well, and the larger-scale the judgment, the more fully this thinking should be applied. If a judgment clearly shows the criteria the corporate manager was using openly, then the judgment should be supported by the management personnel. In this way, the axis of judgment is very important, and I think that's based on a business purpose. What puts the business purpose into writing is the "management philosophy."

The management philosophy of Obun Printing is, "Continue to be a vibrant group of growth for the prosperity of customers, employees, and the Company." The philosophy says "continue," and that's the point. I believe the growth of a company never ends.

A few years ago, we began to have Obun Printing's annual management planning printed. The beginning of the booklet features our management philosophy, which "our goals" follow. I'd like to quote "our goals," although I feel a bit of shyness in doing so.

Our goals-to become one of the best companies in Japan. In other words,
1. Customers think Obun is the best among their corporate companies (vendors).
2. Obun's employees truly feel their company is the best in Japan.
3. Obun's financial structure stands as the best in Japan.

These goals are still far from being achieved at this point, but the results of our "customer satisfaction" questionnaire include customers who have given us high marks in recent years. In addition, some employees have stated openly their pride in their company at the "President's School," which is a series of training sessions instructed by me, and I really feel that the sense of belonging to Obun has grown more robust.

Now, let me talk about the sharing of values at our company.

10. Sharing of six values
In May, I held three sessions of the "President's School" totaling 16 people, and the main theme of those sessions were our company's "six values." At the beginning, I talked about the "reason for working at a company." A person who completes his/her job by himself/herself, including an artist such as a writer, composer or chirographer, doesn't belong to a company, and this is natural, because he/she doesn't need the assistance of other people. This means that we, on the other hand, belong to a company organization, since we're trying to do something only a group can accomplish. We can create good products and have high production efficiency only when we work in cooperation with people carrying out different roles. Consequently, you can work pleasantly and do a good job with other people when they share the same commitment and unite with you. You just feel good working with other people in harmony.

Three years ago, to help employees share the same feelings toward their jobs, I began to think about sharing the same values among Obun's employees. Seven people from each division were chosen to discuss their own values and select some of them. The point was to find the values suitable to share among all employees. Altogether seven groups discussed this issue, and then overnight board meetings were held twice at our company's lodge to choose a shortlist. Finally, six values were selected by employee voting.

Just selecting the values means nothing. We must put them into action to show our respect for them. So our company's six values were adopted as the points of assessment for employees, to see if they really act according to them. That is, our values have become one of the criteria in performance reviews.

The six values are communication, trust, a relationship of mutual trust, teamwork, problem-solving, and professionalism.

11. ISO as a business approach
Some years ago, I started to think deeply about the significance of stable product quality. So I decided to adopt the acquisition of ISO 9002 certification as the major management strategy of 1997. Eventually, the following fiscal year, we obtained ISO 9002 certification on a company-wide basis in the printing industry-a first in Japan.

Saying and doing are really two things. For us, fiscal 1998 was a completely different year from previous ones. Two persons working for the Quality Assurance Division, which was in charge of ISO acquisition, returned home very late each night. On top of that, they worked on weekends. They couldn't take any days off during the three months just before the final exam for ISO certification. Of course, other employees also stayed very busy reviewing their workflow and producing relevant documents. They had to work overtime, which was much longer than usual, and we called it "ISO overtime." Truly, everything we did that year was for ISO.

We took the pre-exam in midsummer, but the result was just appalling. At that time, I thought perhaps it was better to postpone the final exam. All the same, I told the employees that acquisition was a must and encouraged them to do their best at every opportunity. Consequently, we took the final exam as scheduled in March, our busiest period, and learned of our success in early April. When I heard that we'd passed the examination, I shed tears of joy. Afterward, through this experience, I realized yet again that if we try, we can make it. So I told all the employees to have confidence and feel proud of themselves.

Thus, we obtained ISO certification, and as I come to learn more about it, I'm convinced that the essence of ISO lies in the practice of "PDCA," which means plan, do, check, action. (PDCA's a sort of Japanese-English abbreviation, so perhaps it should be something like plan, execution, investigation, and corrective action.) ISO requires thorough implementation of these four phases. In particular, the latter two phases are crucial-in the check (investigation) phase, you must find the true reason for a discrepancy between the plan and execution; and in the action (corrective action) phase, you must review current procedures or create a new scheme.

Reconsidering the mechanism of this PDCA, suddenly I noticed that it represents a business approach. People who are already familiar with the essence of ISO might think it's too late to grasp such a thing, but finally I understood it. So, the "management attitude" featured in our management planning says, "Based on the management philosophy, execute the ISO management that shares the six values of Obun Printing."

Now, I'd like to move on to the topic of "respecting 'win-win' relationships."

12. Respecting "win-win" relationships.
About 12 or 13 years ago, we were planning to establish a joint venture with an Indonesian company. The actual location was prepared and we were about to form the agreement. At that stage, however, we withdrew completely. Afterward, I rethought the meaning of setting up operations overseas. My conclusion was that it stemmed from having a chip on my shoulder. It's true that if a factory is built, employment on the spot will be promoted. Looked at from this point only, setting up an overseas factory has a positive effect on the local economy. For local companies in the same business, though, such a factory is nothing but a competitor that's taking away their jobs.

As I've said, printing consists roughly of two stages: pre-printing and printing. Usually, digital data have been prepared by the pre-printing stage and then used for printing. So when it comes to printing, it doesn't matter whether the contents are in Korean, Japanese, or Arabic. This fact indicates that even if the printed matter's written in Japanese, people involved in the printing stage won't necessarily understand that language. Besides that, in Japan there are two gigantic printing companies whose annual sales are more than 1 trillion yen. But unlike Sony and Toyota, they haven't established overseas operating bases. This example shows perhaps that even small and medium-sized companies like us don't have to set up overseas bases. Instead, we should establish alliances with foreign companies on site.

In fact, following this presentation, I'll be visiting several Korean printing companies to form alliances.

Putting what I've said another way: in the first place, if only one side can benefit from a business, such a deal won't last long. It's essential to have a "win-win" relationship. The same thing goes for company-employee, company-customer, and company-partner (subcontractor) relationships. We should build relationships in which both sides feel happy and grateful.

Incidentally, our affiliated company in Hawaii is called "wincubic," a name that means raising "win" to the third power. This company produces a monthly free magazine that includes many coupons which readers can use in Hawaii. The company name represents our goal, in which the three parties relevant to the magazine-advertisers who offer Hawaii information and coupons, end-users who utilize them, and wincubic, which produces the magazine and functions as the middleman-can benefit equally from the magazine.

13. The corporate manager's mission
(1) Convey your thinking
This title may sound rather heavy, but I think it's important for a corporate manager to convey to employees his/her beliefs and thoughts about the present conditions and future prospects of the company.

When I was a university student, there was an instructor who once entered a company and then became an instructor at the university. I attended his seminar and heard why he chose the company. At that time, the company already had at least 50,000 employees. It was one of the largest companies in the fields of home electric appliances and heavy electrical machinery. My instructor said he was attracted to the president and so he joined the company. I was amazed by this story and felt that a president's appeal must be very significant. But in that case, what would happen if a small to medium-sized company had a president with no appeal at all? It might be difficult to outperform a large company in terms of technology and achievement, but when it comes to the president's appeal, we can probably do pretty well, if we try hard. If this way of thinking is valid, then a president should strive to be more appealing.

My talk has strayed again from the main theme. To return to it, there are many opportunities to convey a corporate manager's thinking. For instance, at our company we hold a monthly all-employee meeting at each of our three offices. In addition, I write a monthly essay that's featured on Obun Printing's website as "Thoughts on Management." I also regularly hold overnight training sessions called the "President's School" for several people chosen according to the session's theme. Thus, I send my messages to different classes of employees on a number of occasions, to increase centripetal force.

At the most recent session of the "President's School," I selected "fairness and equality" as the theme. The idea of "fairness" must be respected to the utmost in the personnel system, especially in the wage and employee evaluation systems. On the subject of wages in Japan, until recently the "seniority system" was the mainstream; older people were paid more, however inferior their performance and ability might be. But the situation has changed, and most of the companies with which Obun Printing has business ties have adopted the "occupational ability grade system," which decides wages based on ability. In our case, we replaced the seniority system with the "occupational ability grade system" about seven years ago, and we introduced the "occupational ability grade system based on performance" two years ago. In this system, employees are required to achieve positive results, otherwise their performance isn't highly regarded, however high their ability might be.

By the way, at a typical Japanese company, people customarily call each other by the name of their position, but at our office we don't do so. It's just unnecessary to confirm who's of higher or lower status by calling the position name. On the contrary, it's impolite to call somebody using his/her previous position name after he or she is promoted. Moreover, if you call your superior using his/her position when you speak out, you may hold back from frankly presenting your own opinion. Conversely, your attitude may become "bossy" when you talk to your subordinate.

It's a problem if intra-company communication doesn't go smoothly for this reason. So at our company we just call each other by our names, which are what we've inherited from our parents, and this behavior demonstrates our spirit of equality when working. Your position name functions to show your degree of responsibility, and is stated on your name card-I think that's enough.

(2) Discipline yourself
I think "disciplining" yourself means the same as "taking in" something; your capability improves as you take in new ideas and opinions. To "take in" something, you must be modest. For instance, if you don't listen to someone's opinion just because that person is much younger than you, you must grasp the fact that you're being very arrogant. Even though you have your own opinion, you should still listen to what others say without clinging to your own point of view-such an attitude demonstrates modesty. Regardless of a person's age, sex, or educational background, if you judge that his/her opinion and behavior are excellent, then you'll learn from them and eliminate outmoded opinions and behavior. I like this kind of person and aspire to be such a person.

Last October, I made an agreement with a management consultant. His job is to supervise my management work. That means he confirms if my way of prioritizing is appropriate to a number of pending issues and if there are any elements I forget to consider when making a judgment. Of course, I'm responsible for the judgment itself. If I rely on the consultant's judgment, there's no point in taking on the position of president. So, in short, I doubt my managerial performance and that's why I made this agreement.

Everybody thinks that his/her process of decision making is correct and that the decision is correct as well. Honestly, I also think so. But no matter how much I try to keep my head clear and make a rational judgment, humans are emotional creatures and judgments can be influenced by likes and dislikes and preconceived ideas. Under such conditions, if somebody near you can give you an objective opinion, you may be able to make more correct judgments.

I truly feel the importance of having "mentors." For me, there have been three: Mr. Jack Welch, former chairman and CEO of General Electric Corporation; Mr. Jim Knapp, an American who's also involved in the printing industry; and Mr. Kazuo Inamori, the founder of Kyocera Corporation. I've learned the fundamentals of thinking as a human being and as a corporate manager from them. A late Japanese writer said, "Everyone beside me is a mentor." I'm deeply influenced by this saying, too. Regardless of age, experience, educational background or sex, anyone can be your mentor. In this sense, a great number of people have provided me with some education, and I'm very thankful to all of them. There are also, on the other hand, people whose behavior or thought can't be respected. And though it might sound odd, I regard these people as mentors as well. They've taught me that their kind of behavior doesn't work, or that their way of speaking makes others feel bad. So I always enjoy meeting new people, wondering what kind of good and bad things they will teach me.

(3) Enjoy new encounters with people
I've had many remarkable encounters that helped polish me a lot. I look forward to meeting many more people in the future. In addition, I'd like to be an appealing person to the extent that other people feel like seeing me again at least once. Because even if I'd like to see a person again, that won't happen unless the other person feels the same way.

I believe new encounters with people aren't the outcome of mere chance. Moreover, I've learned everything that happens or exists in this world has a consequence. In this regard, I'd like to mention a most significant encounter in my life.

At the time, the person was a well-known figure in the Japanese business world. He was five or six years younger than I was and had less business experience, but his company's shares were already traded on several stock markets. One day, one of my subordinates asked me all of a sudden if I'd like to see that person. Of course, I told him, yes, if it were possible, I would. The subordinate quickly arranged our meeting, and I talked with him about a variety of issues for a couple of hours in his office. As we got along with each other very well, I invited him to dinner. The dinner took place soon after, and we talked for about three hours. I clearly remember the amazing feeling I had during that dinner. The content of what he was saying with vigor was exactly what I wanted to say. Since he continued to speak very fluently, I said to him, "Please wait a moment. What you're talking about is identical to what I want to say." He replied, "No, no, what Mr. Wada has just talked about is exactly the same as what I wanted to tell you." That's truly amazing, isn't it? Some time later, he made an unusual proposal, and at first I wasn't sure whether I should believe what he'd said. But we shared identical views, as if each were another self. In a sense, if he weren't sincere, it would be the same as deceiving himself-such a behavior would be ridiculous and pointless. So I decided to trust him and accept his proposal. Consequently, I was able to obtain something that's most hard to get as a human being, though I dare not say here what it was.

Such experiences have strengthened my belief that encounters have given me wonderful things.

(4) Have employees who are more capable than yourself
At the peak of the Japanese bubble economy in the 1980s, a well-known Japanese corporate manager said, "There's nobody more capable than me at my company." This comment truly astonished me, because it was the exact opposite of my way of thinking. It's discouraging to think that the limit of my capability equals the limit of my company's development. If that were so, my company wouldn't be something special. Therefore, I want to have subordinates who are more capable than me in a variety of ways. If this happens, then as the proverb says, "Four eyes see more than two," and we can have unexpected, more productive outcomes that one person could never achieve. In fact, our company has seen an increasing number of capable personnel during the past decade. There's no doubt that these people have generated a great deal of new potential for our company's future. Because of our company's change and growth, we're in need of personnel who weren't necessary before. So I'll recruit and train those with a higher capability than me to ensure our company's continued change and growth.

(5) Organize a corporate climate and structure that encourage development
A long time ago, I asked an executive of a well-known Japanese securities company, "Why do the employees of your company work so hard?" He replied, "Maybe they feel they're obliged to, because everybody else is doing so." This remark accurately conveyed his company's "corporate climate" and power.

Actually, four years ago, we carried out a company-wide questionnaire about our company's corporate climate and culture. The main theme was "Obun Printing's good/bad corporate climate: What to pass down and what to revise?" and we got the following response. On the positive side, the most predominant opinion was a "challenging spirit that tackles positively something new." Next came an "open atmosphere where everybody can state their opinion regardless of their position at the company." On the negative side, "resolutions are easily broken" came first, followed by "workers don't greet each other nicely" and "various rumors precede actual events."

At the "President's School," I've always said to our employees that I want to accomplish "self-motivated management." We belong to one group whose members share the same goal. So once a "target" is established, every worker should accomplish positively what they're supposed to do. According to their position, they should think about what to do and how to do it. They should begin to act voluntarily, without any given order. I aim to have such a corporate group. To attain it, the "corporate climate or mechanism" is very important. Nevertheless, what's most essential is to keep conveying your goals to your employees, although that's not enough to achieve it. People around you may just be listening and not acting as you wish. They may say, "Our president's views are great, I really agree," but that's all. You must therefore create a structure where everybody works voluntarily, or cannot avoid working. For instance, senior-level managers must train middle-level managers to become the seniors in the future. If a senior-level manager doesn't perform this duty, he/she cannot be evaluated highly.

This way of thinking clearly shows the importance of developing the employees in the next layer down. Even if one manager happens to achieve an excellent result for a short period of time, it doesn't mean that person will receive high marks.

14. "Going concern" means to keep developing personnel
The things I've said today might be quite patchy, but they're all my honest ideas inspired by my daily life, and our company's life is more or less based on them. Our business performance is enhanced by better utilizing managerial resources including "personnel, facilities, and funds," and I regard "personnel" as the most important resource. However productive your production facilities are, however much money you have, you must have personnel who can make the best use of them. A company should have a variety of personnel who can contribute to it in different ways: someone who thinks up excellent plans, someone who influences others positively, and someone who makes a good judge, for example. The more people like this that you have, the more your company will develop and become a "going concern."

Thank you very much for your kind attention.