246 Alexandre Lanos, General Manager of Jean Rousseau Japan

Alex previously was an analyst for Marche Industriel Europe
(Alternance), Assistant Commerciaux Grand Comptes, Assistant
Commercial Manager Le Jardin Gaulois.


He is an alumnus of ISEAM (Institut Supérieur d'Études en
Alternance du Management), Marne-la-Vallée, France.


Summary


Alex shares his experience leading a niche luxury brand
specializing in handcrafted watch straps. His journey highlights
how cultural sensitivity, trust-building, and adaptability are
essential for leadership success in Japan.


Arriving in Japan with limited industry experience and only basic
Japanese skills, Alex quickly rose to lead the local operation.
His first priority was establishing clear communication between
the Tokyo team and the French headquarters. By ensuring that HQ’s
goals were understood and that local staff voices were heard,
Alex built a foundation of mutual trust.


He placed strong emphasis on listening to his Japanese team—many
of whom are skilled craftsmen focused on quality and detail. To
bridge the cultural gap, Alex identified key team members who
could act as informal leaders, helping to convey messages and
feedback in both directions. This helped align the team with
company goals while respecting local work styles.


Alex avoided rigid hierarchical leadership in favour of a more
empathetic, collaborative approach. He promoted a family-like
culture within the organization, valuing each team member's
contributions and personal circumstances. This inclusive
atmosphere fostered loyalty and motivation.


Japanese consumer expectations for customization and perfection
heavily influenced product development. The Tokyo atelier created
sweat-resistant straps specifically for Japan’s hot, humid
summers—an innovation that was later adopted in other markets.
Alex emphasized that Japan’s high standards in craftsmanship and
service can drive global innovation in luxury retail.


Language and cultural understanding were also key. While Alex
wasn’t fluent in Japanese at first, he committed to improving his
skills to enhance communication. He encourages foreign leaders to
learn even basic Japanese and take time to understand their teams
before implementing changes.


For leaders new to Japan, Alex advises speaking individually with
team members, understanding their motivations, and identifying
trusted “captains” to serve as cultural and operational liaisons.
He also recommends patience, especially given Japan’s risk-averse
approach to decision-making.


Ultimately, Alex’s leadership style blends French heritage,
Japanese values, and a personal commitment to continuous
learning. His experience shows that successful leadership in
Japan