79: Mario Spitzer, President & CEO, Stihl Japan

Mr. Spitzer has extensive experience living and working in Japan.
After a business trip to Japan in the early 1990’s he attended
the European Union’s Executive Training Program (ETP) which had a
heavy focus on Japanese language and management skills. It was
through this course he was headhunted to become the President and
CEO of Stoll in Japan. Fourteen years later, Mr. Spitzer moved in
2008 to become the CEO of the Japanese division for Stihl, a
world leader in the manufacturing of chainsaws and outdoor power
tools, a position he continues to hold today. Mr. Spitzer was
also an Executive Member of the German Chamber of Commerce in
Japan from 2012 to 2016.


 


In looking back over his almost 30 years of experience in Japan,
Mr. Spitzer discusses some of the changes he has witnessed in the
Japanese business environment including a reduced emphasis on
‘wining and dining’ customers and the shift to digital
technologies in business. He also describes how he motivates his
own teams; rather than leading through seniority alone he has
tried to develop a respectful space where team members feel safe
to develop and discuss ideas and not be afraid of failure. Mr.
Spitzer admits this was not an easy process and it took a long
time, but it has been worth the effort.


 


On the topic of challenges when moving from leading a small team
to a much larger one, Mr. Spitzer emphasised that once a team
gets over approximately 30 people, leaders can’t do everything
themselves and they need trusted deputies. To build this required
level of trust in his own organisation Mr. Spitzer goes to
significant lengths to get to know all of his employees including
calling them by name, knowing what is happening in their lives,
wishing them happy birthday (even if it is on a weekend), and
having an open-door policy to his employees in his office. Mr.
Spitzer and his wife participate in company activities, and he
like to think of the company as the ‘Stihl family’.


 


For foreign companies or professionals currently operating, in
Japan, or looking to, Mr. Spitzer advises developing a real
understanding of the local context rather than trying to
implement a series of short-term projects which never get local
support. He believes companies wanting to make change need; a
sustainable concept, a clear vision with realistic targets, and
to involve everybody in the process. With the right mindset and
preparation, Mr. Spitzer believes success can happen in Japan as
he views the Japanese market as very open-minded. On the topic of
learning to speak Japanese, Mr. Spitzer has found it a very
valuable skill in his own experience, but he does warn that there
are times when a businessperson should use a translator including
when they are not certain their Japanese will be correctly
understood.