233 Hartmut Pannen, CEO K.K. Irisu

Previously Hartmut was a Partner at Bizits Partners, Senior
Consultant at z-anshin, Managing Director at TRUMPF Japan,
Managing Director at TRUMPF United Kingdom, Managing Director
TRUMPF Japan.  He graduated with a Master of Science from
Penn State University, and a degree in Industrial Engineering
from Technische Univeritat Clausthal.


Summary


Hartmut has built his leadership philosophy on trust,
adaptability, and a deep understanding of Japan’s business
culture. His experience leading organizations in Japan has taught
him that success is not just about implementing strategies but
about fostering strong relationships, both within the company and
with customers.


One of the key pillars of his leadership is trust. In Japan,
where business relies heavily on long-term relationships, Harmut
realized early on that credibility is everything. When he first
started selling technical equipment, he encountered a cultural
expectation that past problems must be resolved before moving
forward. Instead of simply pushing new sales, he took the time to
address unresolved issues with previous products, ensuring that
customer concerns were met before introducing something new. This
commitment to problem-solving laid the foundation for a strong
reputation, both among clients and within his company.


Leading a Japanese team came with its own challenges. Employees
would often agree to proposals with a simple "yes," but that
didn’t always translate to action. He learned to look beyond
surface-level agreements, following up consistently and creating
structured opportunities for discussion. Harmut also recognized
the Japanese preference for Kaizen—continuous, small
improvements—rather than large-scale changes. He worked within
this mindset, ensuring that his team focused on steady progress
while also integrating global innovations in a way that felt
natural rather than forced.


Managing performance was another challenge. Unlike in many
Western companies, where underperformance can lead to quick
dismissals, Japanese business culture requires a more careful
approach. Harmut developed a system of retraining and
repositioning employees when possible, giving them a chance to
improve before considering other options. He ensured that
performance issues were addressed transparently but fairly,
creating an environment where accountability was expected but
never handled harshly.


A significant part of his success came from his deep engagement
with customers. He viewed complaints not as setbacks but as
invaluable insights. By actively listening to dissatisfied
customers, he was able to refine products and services, which, in
turn, strengthened relationships and improved business outcomes.


Throughout his career, Harmut sought out mentors to help navigate
the complexities of leadership in Japan. He believes that leading
successfully in a foreign culture is not about forcing one's own
methods but about adapting—like reshaping a key to fit a specific
lock. His leadership journey demonstrates that with patience,
cultural awareness, and a commitment to trust, long-term success
is possible.