252 Marc Bolduc, ITL Food Division and Representative Director Japan, Intralox and Chairman of The Canadian Chamber of Commerce In Japan

 


“If you’re going to lead a team in Japan, trust is the number
one thing you have to build.”

“I didn’t want it to be too top-down—I wanted everyone to
feel part of one unit.”

“Celebrate success, but do it as a team—that’s how you
motivate in Japan.”

“Innovation needs a safe environment where people feel they
won’t be punished for trying.”

“Foreign leaders must become the voice of Japan inside
headquarters—that’s how you build real credibility.”



Previously Marc was Vice President of Business Development (Asia)
for Fleury Michon; General Manager and President of Hitachi High
Tech AW Cyro Inc; Manager, Strategic Planning Division Hitachi
High Tech AW Cyro Inc; Account Manager Hitachi High Technologies
America; Account Manager & Strategic Business Development
Sumitomo Corporation of Americas; International Trade Specialist
Nestle. He has a BA from McGill University and an MBA from HEC
Montreal


Marc emphasises that successful leadership in Japan hinges on
trust, cultural fluency, and consistent demonstration of
commitment. Early in his career, he observed stark contrasts in
leadership style when working with Japanese managers in Canada
versus in Japan. These experiences shaped his hybrid leadership
approach—combining Western transparency and inclusivity with
Japanese respect for hierarchy and consensus. His leadership
style aims to build team unity through communication, mutual
respect, and involvement in shared goals.


When leading multicultural teams, Marc prioritises creating a
safe environment for open communication, especially in cultures
where speaking out is rare. He actively encourages idea
generation by ensuring team members feel heard and respected. His
approach balances recognising individual contributions with
collective achievements to align with Japan’s group-oriented
mindset. He acknowledges that overly individual praise can
provoke discomfort among Japanese team members and thus tailors
recognition to suit cultural sensitivities.


Marc also underlines the importance of learning the local
language—not just to improve communication, but to demonstrate
respect and effort in understanding the culture. His fluency in
Japanese helps him earn credibility with both clients and
employees, allowing him to lead from the front by accompanying
team members to meetings and engaging directly with customers.


Throughout his career, Marc has navigated challenging situations
such as building a new office, managing across time zones, and
driving innovation within traditional corporate structures. He
sees innovation not just as a technical pursuit, but as a process
that relies on team engagement, empowerment, and a tolerance for
risk and failure. He believes celebrating both success and the
lessons of failure sustains a healthy innovation culture.


Marc also highlights the strategic role leaders play in bridging
headquarters and local operations. In Japan, credibility often
stems not from one’s title, but from the ability to get things
done for the local team. Building trust with both headquarters
and local staff is crucial for success, particularly in a country
where institutional memory is long and relationship-based
business prevails.


Ultimately, Marc’s leadership philosophy is grounded in empathy,
humility, cultural sensitivity, and long-term thinking. He leads
by example, listens deeply, and invests in relationships—not just
to drive business, but to sustain trust over the long haul in the
Japanese market.