232 Koji Endo, Chairman, Kai Group

Koji Endo's approach to leadership in Japan offers valuable
insights into navigating the complexities of running a business
in a culturally rich and nuanced environment. As the
third-generation leader of the Kai Group, Endo inherited a legacy
steeped in tradition and innovation. He took over the presidency
at 33, following the sudden passing of his father, and
transformed the company from a predominantly domestic enterprise
into a global brand. This journey required balancing respect for
the past with a vision for the future, a common challenge in
Japanese family-run businesses.


Endo’s leadership emphasized long-term thinking, a cornerstone of
Japanese business culture. Unlike the transactional and
short-term focus often seen in Western business practices,
Japanese leaders prioritize stability, trust, and sustainable
growth. This philosophy shaped his approach to building
relationships with partners and his commitment to ensuring the
company’s enduring success.


A key part of Endo’s preparation for leadership involved working
outside the family business. Like many successors in Japan, he
spent time at another company to gain practical experience and
understand the mindset of frontline workers. This broadened his
perspective and provided him with a deep appreciation for the
challenges faced by employees, enriching his ability to lead with
empathy and insight.


Building trust within the organization was another pillar of
Endo’s leadership. Upon assuming his role, he prioritized open
communication, respect for experienced executives, and fostering
a collaborative culture. One of his innovative strategies was the
use of Shuho, a weekly reporting system where employees shared
updates and ideas. This not only allowed him to stay connected
with the workforce but also encouraged a flow of ideas from all
levels of the organization.


Endo's tenure also marked a period of significant change for the
Kai Group. He expanded its international presence, increasing
overseas sales from 20% to 55%. This required navigating diverse
markets and cultural differences while maintaining the company’s
reputation for high-quality products. Endo’s ability to adapt to
changing environments and embrace new opportunities was crucial
to this success.


In passing the presidency to his son, Endo highlighted the
importance of respecting generational shifts. As chairman, he
provides guidance while allowing his successor the freedom to
shape the company’s future. For foreign leaders in Japan, Endo
advises cultivating relationships outside of work, respecting
local customs, and visiting worksites to understand operations
firsthand. His leadership, influenced by patience and
Zen-inspired mindfulness, underscores the value of humility,
cultural sensitivity, and a commitment to sustainable growth.