Basketball [A4.筋力トレーニング・その他スポーツ]


   I used to play basketball during my junior high school days. It is almost 40 years ago.

   Yesterday we had inter-company basketball match.Fortunately my body still remembered how to throw the ball.

  I had a chance to join in the strong team, which won the championship eventually.

  It was a good exercise for me which could strengthen the other muscles that I used at the running,swimming,cycling and golf.

  Yes, today I have a heavy muscle pain everywhere in my body. It means that the other muscle that I use at the above sports is totally weak.  I think that I should do more muscle training. The muscle training, however, is very boring. So it is ideal to train through sports.

  Okay, what is next? Bowling,Tennis or Batminton?



360° Survey - Reflection Survey [人事3-人材育成・グローバル人材・評価]


    People tend tend to evaluate themselves better at 1.5 times. 90% of the staff in the organization think that they are in the top 10%. This is normal tendency.

   This situation can be explained by "Johari  Window". There are four windows for us to know ourselves well.


   We have the area where we don't know - Blind spot. So it is important to know this area for the improvement. However, normally it is difficult to know this area unless you have the opportunity to get the feed back from your boss, peers and subordinates.

   360° Survey - Reflection Survey is the poweful tool to know this. It is advisable to use this. In this survey, you can assess yourself, too. But please be honest. You can evaluate yourself better as usual. It is good to know the difference between your view and others. This diffrence is your above mentioned window area.

  If we assess ourselves too conservatively, we will be able to not find this blind spot impactfully which can be improved.

  This is for us, isn't it?

下町ロケット [D4.経営戦略]



  • 作者: 池井戸 潤
  • 出版社/メーカー: 小学館
  • 発売日: 2010/11/24
  • メディア: ハードカバー

  「たまには違うジャンルの本でも読め!」と怒られたので、推薦の本を読んでみました。読む角度もあるのでしょうが、私には「もしドラ」のような話だなと思いました。いわゆるドラッカーの「何のために働くのか」といったことです。The three Stonecutters Storyですね。




第145回(平成23年度上半期) 直木賞受賞

39 books in 2012

Mentoring System [人事3-人材育成・グローバル人材・評価]


   Mentoring System is not so popluar in Japan because there is an unofficial relationship between senior colleague and junior one, which the senior takes care of the junior.

   This relationship exists in even school time. The senior ones support to solve the problem which is easy for the senior to find out the solution but very serious for the junior one. When the junior become senior, this relationship still continues. At this time, he/she gets the advice and feel safe for his company life.

   In order to built this culture in foreign countries, it is advisable for the management to provide some opportunities where the employees in the different  divisions can meet each other such as recreation activities or hobby/sports club activities in the company. There is a high chance that the above relationship will be bulit among the employees.

  Of course, the offcial mentoring system can stimulate or expand this more. HR department should do the matching process for mentors and mentees. After that, they will do mentoring well without any HR support normally. The duration may be one or two years. It is nice that they can continue this relationship after completing the offcial assignment.

  It is the ideal situation if the employee (who want to have a mentor) can have the mentor anytime. If possible, they can choose. HR department asks volunteers of mentor and open this list to employees ever year so that employees can choose one of them or HR asks the employees who want to have a mentor and do the matching.

  Maybe after exercising the offcial mentoring system in a few years and mentors can understand this benefit for them too, we may be able to go to this ideal stage.

Myanmar [B1.旅行・出張]


  My first trip to Myanmar was in Sep 1992. Just 20 years ago.  There were not much cars at that time, we face trafic jam today.

  The economic situation is getting much better because recently the economic saction by US/EU is going to be softened. A lot of business people are rushing into Yangon for the opportunity. Aircraft is full of those people and hotel fee soars from US$50 to $250. The poperty industry is the most active one.Now Burmese can go overseas for a sightseeing, which is one of the best interest for them. Young wealthy burmese go to the foreign university to study.


1992                  2012


Think! No41 2012 SPRING [人事2-コンピテンシー・イノベーション]

Think! No.41(2012 SPRING)

Think! No.41(2012 SPRING)

  • 作者:
  • 出版社/メーカー: 東洋経済新報社
  • 発売日: 2012/04/13
  • メディア: 大型本
38books in 2012

グローバル人材マネジメント [人事3-人材育成・グローバル人材・評価]



  • 作者: 日経BPビジョナリー経営研究所
  • 出版社/メーカー: 日経BP社
  • 発売日: 2011/12/22
  • メディア: 単行本






【目次】 ・序章 グローバル展開を加速する日本企業の経営課題 21世紀を勝ち抜く決め手グローバル人材マネジメント グローバル人材マネジメントの本質的な課題 ・第1章 経営者調査結果の概要(1) グローバル化に積極的な業界とは グローバル育成プログラムがある企業の割合 ほか ・第2章 経営者調査結果の概要(2) グローバル人材育成では、企業間に大きな差 給与体系(制度)を統一している企業の割合は 人事評価基準はを統一している企業の割合は グローバルリーダーの条件とは ほか ・第3章 企業業績とグローバル展開(経営者調査結果)の相関 増益企業と増収企業は、グローバル展開を加速 ・第4章 個別企業の動向 旭硝子 イオン NTTデータ 資生堂 ソニー 武田薬品工業 帝人 東レ 日産自動車 ファーストリテイリング ブラザー工業 三井物産、日立製作所 ・第5章 グローバル人材が活躍する現場(新興国) パナソニック・アジアパシフィック NRI上海 大金中国(ダイキン工業の中国現地投資会社) セブン&アイ・ホールディングス ・第6章 グローバル人材マネジメントの具体的な方法論 専門家が示す具体的な方法論 グローバル人材マネジメントを実現する 三城雄児/JIN-G代表取締役 ビジネス・ブレークスルー(BBT)大学経営学部グローバル経営学科准教授 ・第7章 グローバル化阻む“抵抗勢力"を どう克服するべきか専門家からの提言 なぜ日本企業のグローバル化は進まないか? キャメル・ヤマモト デロイトトーマツ コンサルティング ディレクター/ビジネスブレークスルー大学教授 ・資料編 経営者調査の集計結果 単純集計(グラフ) クロス集計(グラフ) 企業業績とグローバル展開(経営者調査結果)との相関(表)

37books in 2012


ゴルフコンペ [A3.ゴルフ]

DSC00369 (NXPowerLite).jpg


Starhill 106 F5(36%,B1,P1) B3 PT39 I48


Why We Hate HR [人事5-CSR・健康経営・人事部・労務]


   A story in an excellent company...

   A man ,who doesn't know the face of CEO, entered in to the CEO office where CEO,CFO and CHO were talking about the current business situation. He couldn't identify who is the CEO by listening their converation.

   Likewise, any senior executives should know the business situation well no matter what kind of business responsibilities -business function or support function- they have.

   I put my thought of this topics in "Generalist vs Specialist" ;

  Specially HR executives. If they believe that the human resource is the greatest asset in the company, they should know what they are doing and who they are.

  It's a common sense that a business unit head should know his products and market well to make the business strategy.

  HR team also have to understand their position. They may think they are connector between employees and CEO - maybe more employee side-. The employees, however, will not tell much about themselves and you because they scare HR department which is powerful as CEO.

  So the most important point for HR people is to know the employees well and know the business through them by using their high competent skill - interpersonal communication skill-so that HR can make the strategy to impact on the business. Then the door of CEO will open...

inGenius - 未来を発明するためにいまできること [人事2-コンピテンシー・イノベーション]

未来を発明するためにいまできること スタンフォード大学 集中講義II

未来を発明するためにいまできること スタンフォード大学 集中講義II

  • 作者: ティナ・シーリグ
  • 出版社/メーカー: 阪急コミュニケーションズ
  • 発売日: 2012/05/31
  • メディア: 単行本
inGenius: A Crash Course on Creativity

inGenius: A Crash Course on Creativity

  • 作者: Tina Seelig
  • 出版社/メーカー: HarperOne
  • 発売日: 2012/04/17
  • メディア: ハードカバー

Internationally bestselling author and award-winning Stanford University educator Tina Seelig has taught creativity to the best and brightest students at Stanford and to business leaders around the world. With inGenius she expertly decodes creativity, revealing an approach that everyone can use to enhance their own creative genius.

In today's world, innovation and creative problem solving are more important than ever to succeed. For many of us, however, this process is a mystery. Whether we are attempting to generate fresh ideas or struggling with problems with no solutions in sight, the innovative spark is out of reach. inGenius offers a revolutionary new model, the Innovation Engine, which explains how creativity is generated on the inside and how it is influenced by the outside world. Describing the variables that work together to catalyze or inhibit our creative abilities, Seelig provides a set of tools we can each use right away to radically enhance our own ingenuity as well as that of our colleagues, teams, organizations, and communities.

Seelig's groundbreaking work reveals that creativity is an endless renewable resource we can tap into at any time. It is as natural as breathing, and just as necessary for leading a successful and fulfilling life.


●ある会社で特許を申請した社員には、ゴムでできた小さな脳をもらえる。 There is a company who gives a small rubber brain as a award for the innovation.



Her another book

36books in 2012 

伝える力2 [C3.プレゼンテーション・ボイトレ (話す)]

伝える力2 (PHPビジネス新書)

伝える力2 (PHPビジネス新書)

  • 作者: 池上 彰
  • 出版社/メーカー: PHP研究所
  • 発売日: 2011/12/15
  • メディア: 新書

野田首相の「忘れてはならないものがあります。それは、、、」を三回も所信表明演説で使いましたが、このように同じ言葉を繰りかえすと、強い印象がのこります。”Yes,we can.””I have a dream.’も同じです。


Reading People [人事2-コンピテンシー・イノベーション]

Reading People: How to Understand People and Predict Their Behavior- -Anytime, Anyplace

Reading People: How to Understand People and Predict Their Behavior- -Anytime, Anyplace

  • 作者: Jo-Ellan Dimitrius
  • 出版社/メーカー: Ballantine Books
  • 発売日: 1999/06
  • メディア: ペーパーバック
  Jo-Ellan Dimitrius,Ph.D. has consulted in more than six hundred juru trial including O.J.Simpson.
 Don’t shop when you are hungry. The person who wants the deal the most get the worst deal.

Once the couple began to feel they knew each other, the line of communication corroded. They no longer asked meaningful questions and listened with an open mind to the answers; they accused, denied, and bickered.

America's top jury consultant, Jo-Ellan Dimitrius, can literally read a person like a book. By decoding the hidden messages in appearance, tone of voice, facial expression, and personal habit, she has accurately predicted the behavior of jurors, witnesses, lawyers, and judges in some of the most celebrated trials of the past two decades. Now in this phenomenal new book, she applies the secrets of her extraordinary success to the everyday situations we all face at work, at home, and in relationships.

How can you "hear between the lines" to detect a lie? When is intuition the best guide to making important decisions? What are the tell-tale signs of romantic attraction? How do other people "read" us? The answers lie closer than we might think. Hair style, clothing, grooming, hand gestures, the neatness of office or living room, the steadiness of the gaze, behavior around subordinates: all of these provide critical clues to a person's integrity, work habits, and sexual interests. Through vivid anecdotes and proven techniques, Dimitrius teaches us how to interpret these signs with accuracy and precision.

Whether your focus is friendship or marriage, career or family, romance or professional success, Reading People  gives you the skills you need to make sound, swift decisions and reap the benefits from a lifetime of razor-sharp insight.  

Port Dickson Intenational Triathlon 2012 [A2.トライアスロン(自転車・スイム)]


  Malaysia is the fourth country where I participated in the running/triathlon race followed by Japan,Singapore and Hawaii.

  Our five memebers arrived at Port Dickson after five hours driving from Singapore yesterday. One of the memebers was born here.

  It was very tough cycling course which has a lot of up and down hill. However I could enjoy the scenary of the rubber plantation field during riding on the down hill.  Running cource was also tough because we ran on the sea shore.

  Anyway, I could enjoy and completed in 3 hours and 32 minitues.

 Rib No; 4032

Offical Time 3:35:47 (S45:57 C1:44:08 R1:05:41)

  Now I will start my business trip triathlon visiting New Zealand , Australia and Myanmar from tomorrow.



  (Port Dickson)Port Dickson was also known as Tanjung. In the Malay language, that means "cape".  The British considered the area to have great potential as a harbour. It was intended to supersede the port in Pengkalan Kempas. The in-charge officer's name was Dickson, and thereafter the town was named Port Dickson. Others claim that Sir John Frederick Dickson, a senior official of the Federal Malay States founded Port Dickson and Pulau Arang in 1889.In September 2009, Prime Minister Datuk Seri Najib Tun Razak declared that Port Dickson shall be known as "Port Dickson—Army Town" in recognition of her role in the nation's military services.Port Dickson is among the tourist attractions in Negeri Sembilan.

Award Winning Project Strategy [人事3-人材育成・グローバル人材・評価]


 There are various awards related HR activities by the institues in Singapore. We received the following awards at this time.

  • Leading CEO Award
  • Leading HR Practices in HR Communications
  • Leading HR Practices in Talent Management, Retention & Succession Planning
  • Leading HR Practices in Quality Work-Life, Physical & Mental Well-Being

  The comapnies should make a good use of these opportunities. I believe that these encourage HR and management team ,let the employee be proud of their company and strengthen the copotrate brand image for the public. And most importantly, we can assess our initiatives for the future improvement.

  That's why we can use this opportunity strategically. We can set up the target which awards should we win in the next year based on the management strategy and plan. And then we plan what we have to do for the win.

ゴルフ [A3.ゴルフ]

Orchid A,D 105 F9(65%,B1,P1) P2,B5 PT35 I47


Inside out & Outside in [人事3-人材育成・グローバル人材・評価]


   As a maketing term, there is the concept of "product out & market in". The former explains that the company introduce the new products based on their technological invention, the latter explains that the company does so based on the customer needs.

  Similary, there is a concept of human resource development as "inside out & outside in". The former explains that the company develop the employee based on their technological expertize,which is a traditional way. The latter , however, explains that the company should consider the enviromental change and develop the employee based on the business requirment.

  For example, in case of aftersales service engineers, they have been trained how to repair the products precisely and speedy. Now they don't need to repair the products but ask the outsouce company to change the component units because of the products digitalization. So today's service engineers' job requirement is to manage the outsource compnay and logistic. The management and logistic skill are required.

  So in case of the product development engineers, they also should think the enviromental change which the requirment of the customer is diversed. So they need the skill to understand the market more. The marketing skill - understand the customer insight- is essential for the engineers.


Spanning Silos [D4.経営戦略]

Spanning Silos: The New CMO Imperative

Spanning Silos: The New CMO Imperative

  • 作者: David A. Aaker
  • 出版社/メーカー: Harvard Business School Pr
  • 発売日: 2008/09/16
  • メディア: ハードカバー

What Money Can't Buy - それをお金で買いますか [D1.政治・経済・社会]



  • 作者: マイケル・サンデル
  • 出版社/メーカー: 早川書房
  • 発売日: 2012/05/16
  • メディア: 単行本
What Money Can't Buy: The Moral Limits of Markets

What Money Can't Buy: The Moral Limits of Markets

  • 作者: Michael Sandel
  • 出版社/メーカー: Allen Lane
  • 発売日: 2012/04/26
  • メディア: ペーパーバック






待望の最新刊登場! 現代最重要テーマに、教授はどう答えるか?
(本文より)私たちは、あらゆるものがカネで取引される時代に生きている。民間会社が戦争を請け負い、臓器が売買され、公共施設の命名権がオークションにかけられる。市場の論理に照らせば、こうした取引になんら問題はない。売り手と買い手が合意のうえで、双方がメリットを得ているからだ。だが、やはり何かがおかしい。貧しい人が搾取されるという「公正さ」の問題? それもある。しかし、もっと大事な議論が欠けているのではないだろうか?あるものが「商品」に変わるとき、何か大事なものが失われることがある。これまで議論されてこなかった、その「何か」こそ、実は私たちがよりよい社会を築くうえで欠かせないものなのでは――?
Should we pay children to read books or to get good grades? Is it ethical to pay people to test risky new drugs or to donate their organs? What about hiring mercenaries to fight our wars, outsourcing inmates to for-profit prisons, auctioning admission to elite universities, or selling citizenship to immigrants willing to pay? Isn't there something wrong with a world in which everything is for sale? In recent decades, market values have crowded out nonmarket norms in almost every aspect of life-medicine, education, government, law, art, sports, even family life and personal relations. Without quite realizing it, Sandel argues, we have drifted from having a market economy to being a market society. In What Money Can't Buy, Sandel examines one of the biggest ethical questions of our time and provokes a debate that's been missing in our market-driven age: What is the proper role of markets in a democratic society, and how can we protect the moral and civic goods that markets do not honour and money cannot buy?
33 books in 2012

ゴルフ [A3.ゴルフ]

Orchid V,A 115 F6(43%,B1) B8,P3,PT36,I53