Each year I try to express my sensitivity to Katoites in as easy a manner as possible. One year, I chose the earlier mentioned keyword "synergy." Another year, I used the phrase "Feel It!" In this case I asked, "When making something, is your work done after you've made it according to the plans? If you use your imagination a little bit, you will be able to see the face of the sales personnel who worked hard to get that order. You should be able to see the customer's face glowing with satisfaction." I want Katoites to treasure the small joys gained by this.
  Yet another year, I used the phrase "Count on me." The message was that I wanted Katoites to connect the motivation of challenging themselves daily in the workplace to fulfilling their responsibilities. One year, I simply used the word "NEW*." The message was to start from the beginning with each task and re-inquire of oneself whether it is truly necessary. I also affixed an asterisk at the end of "NEW" to signify Katoites adding their own objectives to my hope that they begin to work towards and implement their dreams.

  This year's phrase is "S. Interval" (short interval). In it is the message of creating a company that can attain its goals by shortening the Plan-Do-See cycle. First, each Katoite creates a list for self-evaluation and then circulates the "Plan-Do-See" cycle in a short period of time. When a target isn't achieved, the advice of a superior is promptly requested. If such a speedy organization can be established, superiors can act like superiors and subordinates can experience the thrill of achievement due to success being accomplished in a shorter period of time. This will give each person confidence.
  I myself have taken the administrative analysis previously conducted once a year, changed it to twice a year and made a checklist for that which was done once a month to be done once a week. I have used these steps to study the optimal cycle by element and switched to executing them in those optimal cycles. While going through this, I also reanalyzed if administrative analysis itself could be applied to the information era and where the new indicators would be placed.
  I analyzed the existing administrative indices from a broader perspective and from a viewpoint that had strategic aspects added. When this was done, I found that 50% of the indicators used heretofore couldn't be used anymore.

  These examples of "Kato language" are all expressions of "Do-ism." It is a request for a persistent challenge towards a new culture of "There is significance only when implemented."
  I believe that I am a "turtle type," and at the very least, I am convinced that I am not a rabbit. However, I am aware that my curiosity is greater than that of others.
  Earlier I mentioned that my "business school" was my transfer to the frontline of sales at the Los Angeles subsidiary immediately after graduating from college. However, there is no way that a person just out of college can understand business fully. I couldn't even understand English. I recklessly took up residence in American society in an apartment housing 1,000 people where I was the only Japanese. Later on, I was baffled by the job-hopping workforce of Singapore, where conditions are 180 degrees opposite those of the system and customs of Japan. Looking back on this experience, I feel I can understand the difficulties of Japanese corporations setting up local operations. Each overseas location has a local culture that was created there over many years. In addition, the thinking of the people is unique. However, there is a strong tendency among Japanese to judge everything from accepted practices in Japan and according to Japanese values. Consequently, even if a company sets up overseas operations and is relatively successful, it isn't accepted locally as a good corporate citizen.

  I believe that global concepts are the key to smoothly handling different cultures.
  In my opinion, the thinking that, "Since local people can't be trusted, we will transfer Japanese people and leave our operations up to them." doesn't even deserve mention.
We must not judge people by abstract images such as "because they are Japanese" or "because they are local." We must look at the qualities and abilities of each individual and judge whether or not the responsibility of administration can be left up to them.
  If after directly coming into contact with a different culture, the result is that the responsibility is left in the hands of a Japanese person or staff from the head office, there is no problem with that. This is because a serious attitude concerning the selection process is well understood by all staff members. When the subject is approached in this manner, one notices that the pursuit of internationalization based on the thinking of localization is, in fact, not a global concept. Internationalization based on global concepts that remove barriers such as local people and Japanese people from the equation is "globalization at heart," and that is what we should strive for. Only then will globalization move forward for the first time.

  My annual message is to encourage Katoites by saying, "Don't have prejudicial positions. Everybody is a human being. First act from a flexible position!" The bottom line is that internationalization is not the reason that a global concept is needed. In other words, let us stop judging people by their gender, education, religion, race and age. I want to create a climate in which one judges another responsibly after carefully looking at that person's individual characteristics.
  Moreover, communication between people first succeeds when the roots are in a global setting. Global is not a word used to point to the world outside of Japan. Communication between Japanese people is also communication between different cultures. It is a stage in which each person lives a life full of individuality. It is becoming more and more important for people to work together, attempt to understand the thinking of others and the background of matters, and to then cooperate and act together. I believe that "Harmony is necessary but difference must be respected" is a key phrase. This "global concept" should be remembered as the nucleus of an administrative style that will work effectively for the world in the future. Such an idea must be at the backbone of a corporate constitution for it to be strong.