238 Fabio Crisafulli, Japan C&SI Alliance & Netvibes Director, Dassault Systemes

Japan C&SI Alliance & Netvibes Director, Dassault
Systemes as at December 2024 when we recorded this session.


Previously Fabio was C&SI Alliance Executive, Dassault
Systemes; Global Alliance Director, Strategic Business Director,
Director Strategic Pursuit Team, Director Mechatronics Solution
at Siemens Digital Industries Software; Project Manager Promec
Automotive.


Summary


A seasoned leader with extensive experience in Japan, he
highlights the unique challenges and adaptations required to lead
effectively in a Japanese business environment. Having
transitioned from a Western leadership model to managing teams in
Japan, he underscores the significance of communication,
trust-building, and cultural sensitivity.


One of the most striking differences Crisafulli encountered was
the approach to communication. In contrast to his Italian
background, where opinions are expressed directly, he observed
that Japanese team members often remain silent in meetings.
Instead of voicing their concerns or ideas immediately, they may
provide feedback privately afterward. This indirect communication
style required him to cultivate an environment where employees
felt comfortable sharing their perspectives, even if it meant
allowing silence during discussions. He learned to encourage open
dialogue and create a psychologically safe space where
disagreement was not only tolerated but valued.


Crisafulli also emphasizes the importance of leading by example.
Rather than issuing direct orders, he believes in granting
ownership and responsibility to his team members. By allowing
them the freedom to make decisions within a guided framework, he
fosters a sense of accountability and motivation. This is
particularly crucial in Japan, where employees may be hesitant to
take initiative unless they understand their role’s significance
in the broader strategy.


Another key aspect of his leadership philosophy is trust. He
makes a deliberate effort to demonstrate trust in his team first,
which, in turn, encourages reciprocal trust. He remains observant
of body language and behavioural changes, recognizing early
warning signs of disengagement or dissatisfaction. If a team
member struggles with performance, he engages in direct and
private conversations to understand their challenges, offering
support or reassignment if needed.


Crisafulli has also noticed a shift in younger Japanese
employees, who show a greater willingness to take risks and seek
innovation compared to past generations. He believes that
providing them with opportunities to experiment, even at the risk
of failure, fosters both personal and professional growth.


In managing headquarters expectations, Crisafulli advocates for
adaptability and diplomacy. He encourages executives to move
beyond stereotypes about Japan and to understand local business
realities firsthand. His approach to leadership is deeply rooted
in respect, empowerment, and continuous learning, making him an
effective bridge between Western corporate structures and the
intricacies of Japanese workplace culture.