Compete & Complete [A2.トライアスロン(自転車・スイム)]

OSIM Swim Time Trial 02.jpg

Triathron 4 2011 Jun4.jpg


   Since I decided to participate in Singapore OSIM Traiathlon in Apr/E, I did 36km/swim, 628km/bike, 153km/run spending 70 hours for these 3 months.

   This Sunday will be the show time.  My target is "compete and complete" as I wrote earlier. See what will happen...

    My race bib no is 4048.

    See you at East Coast Park(E2) at 8:15am on Jul31 (Sun).

Smurf [B3.アート(油絵、写真、オブジェ)]


  Do you know "Smurf"?   Their movie will release on Sep1. Now ,Smurf Paiting Contest is going on in Singapore. I have submitted my painting. How do you like this? This inspiration comes from Mondrian.

  Art theme is  - Composition of "S" "M" "U" "R" "F" .


Creative Science Award [人事5-CSR・健康経営・人事部・労務]


       I attended the Creative Scienece Award ceremony today. The most of Singaporean primary school students participated in this contest ,which is the competition of the innovative toy and is sponsored by us as one of the CSR activities. The quality of the toy is getting better year by year. This activity was started 14 years ago. The students at that time are now around mid 20 years old. I hope they become creative adults.

FIFA Women's World Cup 2011 in Germany [Others]


  There are not so good news from Japan after TUNAMI. But yesterday (early morning in Singapore), Japanese women's team made a splendid triumph and got the gold medal in Germany.

  In spite of the small body, they fought well by a super teamwork.

  Wll done and thank you for the energy to Japan !

Building People 2 : Sunday Emails from a CEO [人事2-コンピテンシー・イノベーション]


 I am writing the direct e-mail and blog to my colleagues. So one of my staff gave me this book to read. His communication way is interesting. Some article are relevant to my concern.

  Mr.Liew Mun Leong is the Group President and CEO of CapitaLand Ltd, South East Asia's largest listed real estate company.He frequently writes "hobby emails" to his colleagues and shares his vision, core values and strategy in a simple and sincere way as Sunday Emails from CEO.

Service standards in crisis

In his book he warned the poor service level of retail industry in Singapore which have not been improved since he warned 20 years ago. And most of Singaporean upset this poor service .

"If the service sector continues to decline this way, it will affect Singapore as a global city," said Capitaland Group CEO Liew Mun Leong, the keynote speaker at a forum to get industry leaders to address the service issue. "If unabated, we will lose out to cities like Hong Kong, Tokyo and Shanghai," he added.

For Singapore to lift its dismal standards and compete effectively with top global cities for visitors, CEOs must show that they are serious about changing things. It simply is not good enough to blame the unhelpful sales girl or inattentive waiter, or say that Singaporeans do not have genuine smiles or "the service DNA".

"It is not good enough to conveniently leave it to our human-resource or training department or marketing guys to make the change. The CEO must ultimately be responsible for service in the company," he said.

Under fire at the forum were the retail and food and beverage sectors.

Mr Liew, who is also chairman of Changi Airport Group, shared how he had encountered bad service several times, including at the airport itself, and how he has taken to sending feedback instantly, via his BlackBerry. Trying to buy toiletries at a duty- free shop, he was sent on a wild goose chase across the terminal building, he said.


Quotes from Liew Mun Leong

"The job on top is a lonely one. But if you want to lead, you have to be one of the troops too."

"If you have the ability to lead, it will be a waste for the company, society and yourself, if you deny that responsibility."

"If you can't or don't communicate, you can't lead. An uncommunicative leader will not last long."

"The job makes you. You grow on the job. You can outgrow the job or the job can outgrow you."

"A fast decision is better than a right decision. But if a fast decision is wrong, it is better to make a U-turn fast. "

"Human resource is not human capital, unless we invest in it."

"I was trained as an engineer and wanted to be a good professional engineer. I spent many years doing that. I had never thought of becoming a CEO."

"Many of the solutions we arrive at are because there are no better alternatives. We know we just have to make them work for us somehow."

"In solving our many difficult problems, 'application precedes theory'. After we accomplish something, we then begin to think of a theory to explain how and why it works."


37 books in 2011

How Companies Win [D4.経営戦略]

How Companies Win: Profiting from Demand-Driven Business Models No Matter What Business You're In

How Companies Win: Profiting from Demand-Driven Business Models No Matter What Business You're In

  • 作者: Rick Kash
  • 出版社/メーカー: HarperBusiness
  • 発売日: 2010/10/12
  • メディア: ハードカバー

 Nielsen gave me this book.

【Synopsis】For the past twenty years, the growth formula for business has been to increase revenues by expanding product offerings and streamlining supply. But with the recent global recession, the world economy has changed forever. Now the old tools—most notably supply-chain management—are no longer enough. In a new digital age characterized by over-supply and too many product types in almost every market, the new challenge is to locate and capture the elusive pools of high-profit demand.


36 books in 2011

The early bird catches the worm. [Others]


  How are you spending your week day morning time ? 

  In my case, the alarm clock is set at 5:30am. I intend to jog along Singapore river for five kilometers in the morning, it is sucessuful few times a week though. ( In case of the business trip time, I do run in the hotel gym). 

  Anyway after taking shower and breakfast - cereals with milk, yogurt, coffee, energy drink and multi vitamin tablet, I will leave for office at 8:00am.

  During the commuting time, I read some magazines - I read 20 magazines in a month, which give me a lot of ideas.

  Arrive at 8:30am and immerse myself in reading the three newspapers - Nikkei Journal, Strait times and Business times with a cup of coffee.

 Then I am ready for work at 9:30am.

Vietnam - Motorbike [B1.旅行・出張]


  I visited Hanoi and Ho Chi Minh. As you know, the street is flooded with the motorbikes.

  The interesting thing is that people are wearing a various fashionable and unique bike helmets which cost you from only US$10 , I don't know these are passed the safty standard though.

  This might be cool as a cycle helmet. I wanted to purchase one  but the flight from Hanoi to Ho Chi Minh delayed 5 hours.So we didn't have any time in the market. I will try next time.


  By the way the motorbike in Vietnam is very important transportation.


Pahurat in Bangkok - Little India [B1.旅行・出張]


 Low Cost Carrier (LCC) is changing the game. Around six month ago, some LCCs started to operate between India and Bangkok, which cost only US$400 including 2 nights hotel fee + α. Now Pahurat is becoming the trading place like Dubai and Singapore. A lot of Indians are coming to purchase a various items which can be enjoyed duty free status.

  I was suprised that Indian shop owners are fluent in Thai.

【Pahurat】 - Little India, so named because in the early days of Bangkok, around the turn of the 20th Century, Pahurat became a centre for the indian community.Bordered by a similar enclave of the Chinese population, Pahurat made its name as a centre for the textile business of Bangkok.Since then India and Thailand have enjoyed a tremendous relationship in the commercial world, but back at grass roots level, Pahurat is where it all started.

Malaysia [D1.政治・経済・社会]


  An Indian-Malay taxi driver kept talking me about current Maysian issue for one hour from the airport to the hotel.

 【News】On Jul9,Malaysia’s Bersih (clean elections) movement drew tens of thousands of protestors to the streets of Kuala Lumpur, demanding reform of the electoral system, which is weighted in numerous ways to protect the ruling coalition. Though the protest was largely peaceful, the government met the demonstration with massive force, arresting thousands of protestors. The police used clubs, water cannons, and tear gas to crush the protests.


They are referring to the "Bumiputra" (sons of the soil) policy that discriminates against Chinese and Indians, who account for a third of the population, in favor of majority Malays for all kinds of things -- places in universities, jobs, shares in companies, home mortgages, government contracts.

The government acknowledges the policy has been widely abused, with Malay front men offering their names to Chinese businesses to obtain government contracts, an arrangement known as "Ali Baba," after the character in Arabian Nights who gains entrance to the treasure cave of the 40 thieves with the magic words "Open Sesame."

Prime Minister Najib Razak has launched a new edition of the policy called the New Economic Model that is meant to correct the inequities, mainly by making preferences need-based and not race-based. But as the World Bank report noted, "limited headway has been made on this front."

It is certainly not popular with the rank and file Malays in Najib's UMNO party.

Making significant reforms to the system is crucial to Malaysia's aspirations, but any rollback of privileges for the majority is a big political risk for any government that tries it.

A challenge will be to upgrade skills in a labor force long geared to basic manufacturing and plantations, attract foreign talent, and try to reverse some of the "brain drain." About 700,000 Malaysians work abroad.

It is the Malaysian dilemma.

How do you spend your time in the week end? [A5.健康メンテナンス]

  So you can imagine how I exhausted during the weekday and did not have enough rest and sleep.     Then how should I use my weekend to recover ?    On lovely Saturday, I got up at 4:00am to do the bike training (43km) with colleagues, then did the 10kmrun at East Coast. We spent almost 5hours for training.

We had late breakfast – BakTei. Back to home, then “Yes!” jumped into the bed to sleep 2.5hours.

   The energeticcolleagues was waiting for me again to bring me to Sentosa beach for swimming training(1.2km).Back to home at 5pm then took one hour nap.    Surprisingly I have recovered fully from specially mental strain. To fulfill the energy, I went Japanese BBQ restaurant with my wife, which brought me a deep sleep.    On lovely Sunday, again got up at 4:00am to do the bike training (44km). Back to home at before 8am.    Then, I did the normal weekend life doing some family work, watching TV ,reading books and updating my blog and facebook.

And I went Thai massage as usual Sunday practice which can stretch my muscle well to smoothen my blood and lymph for next training.

   I have to go now to Malaysia again for Monday meeting.       I think I will be hectic in this week, too. I will have to spend the energetic week end to recover quickly again.  

Key Note Speech [C3.プレゼンテーション・ボイトレ (話す)]

  After the panel discussion, I flew to KL, Malaysia last night to attend the business school international conference to deliver one hour keynote speech with 300 professors and students. The topics which I made is " Diversified and Globalized: The talent challeng facing the company".

  This is also an interesting experience.

  But, exhaused very much...

Panel Discussion [C3.プレゼンテーション・ボイトレ (話す)]

2011 Jul 7 Panel Discussion  (5).JPG 

   I was invited "FORTUNE World's Most Admired Companies (WMAC) Panel discussion" with around 80 audience as one of three panelers - Google and Fedex.

  We have discussed about management issue such as " How does your organization develop a culture of innovation that results in sustained growth and performance?" and etc.

  Since it was the first time for me to be a panelist,  my media trainer gave me some tips as an instant speech technique before this discussion.

1.The Now

Where we are

Set scene

2.The HowHow we got here

Key factors/history

3.The WowWhat’s ahead

On the horizon

  I found it worked very well. I had two press interview as well.I enjoyed it.

2011 Jul 7 Panel Discussion  (2).JPG

   This is my idea about the culture of innvation.

India [B1.旅行・出張]

  arrived at Delhi last night and will leave for Singapore tonight.  It is quick visit (last visit was Nov 2010). Still strong economy but becoming a little bit slowdown, estimated GDP growth is still 7% though.

Basketball Tournament [A4.筋力トレーニング・その他スポーツ]


  We had a inter-company 3 on 3 basketball tournament today. Our team won 3 games and lost 2. not so bad, right?

  After this, did open-water swim 2.5km (non stop) and 6km run in Sentosa.  Verrrry hot! I stopped at 4km point.

  Tomorrow morning at 4:45am. will start 60km bike training...then business trip to India in the late afternoon...

CSV ~Harvard Business Review 2011 Jun~ [人事5-CSR・健康経営・人事部・労務]

Harvard Business Review (ハーバード・ビジネス・レビュー) 2011年 06月号 [雑誌]

Harvard Business Review (ハーバード・ビジネス・レビュー) 2011年 06月号 [雑誌]

  • 作者:
  • 出版社/メーカー: ダイヤモンド社
  • 発売日: 2011/05/10
  • メディア: 雑誌

 A Combination of Generic Strategies

- Stuck in the Middle?

These generic strategies are not necessarily compatible with one another. If a firm attempts to achieve an advantage on all fronts, in this attempt it may achieve no advantage at all. For example, if a firm differentiates itself by supplying very high quality products, it risks undermining that quality if it seeks to become a cost leader. Even if the quality did not suffer, the firm would risk projecting a confusing image. For this reason, Michael Porter argued that to be successful over the long-term, a firm must select only one of these three generic strategies. Otherwise, with more than one single generic strategy the firm will be "stuck in the middle" and will not achieve a competitive advantage.

The Big Idea: Creating Shared Value

A growing number of companies known for their hard-nosed approach to business—such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have already embarked on important efforts to create shared value by reconceiving the intersection between society and corporate performance. Yet our recognition of the transformative power of shared value is still in its genesis. Realizing it will require leaders and managers to develop new skills and knowledge—such as a far deeper appreciation of societal needs, a greater understanding of the true bases of company productivity, and the ability to collaborate across profit/nonprofit boundaries. And government must learn how to regulate in ways that enable shared value rather than work against it.

「戦略的CSR とCSV(共通価値創造)」