Energizing the Future: Satoshi Mizusawa on Transforming Stryker Japan

Karin Wellbrock, a partner at Kay Group K.K. and executive coach, sat down with Satoshi Mizusawa, [1] the president and representative director of Stryker Japan K.K. [2], a leading medical device company operating in Japan. Their conversation covered everything from leadership and team inclusivity to finding the next wave of leaders. It's fascinating to see how Satoshi, with a background in human resources, seamlessly transitioned to a more business-centric role while keeping his passion for guiding and motivating people alive. Dive in to get a glimpse of his journey and insights.

Satoshi: Leadership Foundations

Karin: As the president of Stryker Japan, what energizes you in your leadership role?

Satoshi: Leadership, for me, is all about action and inspiration. My early career in Human Resources was filled with passion—setting a vision, mapping the future, and getting everyone on board. It's the magic of bringing structures to life! Leadership means lighting a spark in people, fostering their talents, and building deep-rooted trust. Even when I shifted to the business side, my core leadership ideals didn't change; they just took on a more business-focused lens. I dove right in, setting a clear vision based on business needs, then rallying my team to achieve those goals, sharpening skills, and driving tangible results. What's been key to my journey is the trust I've cultivated, extending beyond just my immediate team to stakeholders in the US and APAC. That trust has opened doors, bringing more resources to Japan. I thrive on setting a course and watching the whole organization rally behind it. It's a journey I'm deeply committed to and love every step of the way.

Karin: At what point did you realize you had a knack for unifying organizations and individuals? Was there a specific instance that showcased your passion for motivating others?

Satoshi: Much of my perspective comes from the school of life, especially my childhood memories. Being a middle child of three brothers, life was always a race – be it for the last piece of fish or a bit of extra attention. That sibling rivalry did wonders for me; it kindled a competitive edge and a thirst to stand out. Naturally, I found myself stepping up, like when I led the student union or captained our school's soccer team. Sure, there were victories, but it was the hiccups and stumbles that taught me the most. They shaped how I rally people around a vision and set clear goals. Life’s been a great teacher!

Karin: With such a diverse array of experiences, was there someone in your early years who kindled your passion for continuous learning? Was there a particular mentor who nurtured your commitment to growth and evolution?

Satoshi: Interestingly, I didn't have a specific mentor or role model guiding me in my early years. My quest for knowledge and self-improvement came from an inner competitive nature and leadership goals. A turning point for me was during my middle school days when I became the soccer team captain. Despite having natural skills and a commanding presence, I sensed that my leadership might have been too overpowering. This realization was affirmed when I felt the team wasn't entirely behind me. When I reprised the captaincy role in high school, I consciously chose a more inclusive leadership style. This experience highlighted the importance of trust and credibility in leadership. I realized that trust sometimes means being adaptable and compromising. While I've always had clear objectives, these insights taught me the value of adjusting my methods to inspire and unite people effectively. These moments have significantly deepened my grasp of leadership.

 Karin: It sounds like your drive stems from within, rather than external influences like family. How have these early self-propelled experiences influenced your current leadership approach?

Satoshi: Trust is the cornerstone of my leadership philosophy. I firmly believe that genuine leadership is unattainable without trust, particularly in a setting like Japan, where mutual respect is essential. When I initiate change, I don't just aim for surface-level agreement. I underscore the importance of heartfelt commitment from my team. Trust, in my opinion, is the bedrock of meaningful leadership.

Karin: For foreign leaders trying to navigate the cultural nuances of Japan and build trust, what advice would you offer, given your in-depth understanding of both Western business norms and Japanese traditions?

Satoshi: The key to building trust in Japan lies in respect. I've seen non-Japanese leaders take on leadership roles in Japan and try to instate changes without truly understanding the culture, people, and established protocols. Such endeavors often fall short. I can't stress enough the importance of patience and understanding. For instance, when I joined Stryker, I spent nearly a year just listening and grasping the organizational climate. I felt the impulse to implement changes immediately, but I understood that without foundational comprehension, I'd face resistance. Recognizing and understanding existing practices is crucial before suggesting changes, as it shows respect. It's crucial to maintain open communication, be willing to adjust, and build consensus once changes start happening. Sometimes, this approach can lead to unexpected, yet positive results. My primary advice to international leaders in Japan is to be patient, genuinely comprehend their environment, and by doing that, they'll build the necessary trust for lasting change.

Satoshi on Communication as the Cornerstone for Effective Leadership

Karin: Satoshi, you emphasize direct, one-on-one communication a lot. How does this fit into your broader leadership philosophy?

Satoshi: For me, direct communication is foundational. I have regular monthly one-on-one conversations with colleagues from the US headquarters to Europe, Asia, and even here in Japan. These interactions are crucial for ensuring everyone understands our goals. This way, everyone is up-to-date with the company's strategies, top priorities, and current challenges. Plus, these sessions give me a clearer understanding of the challenges my team faces and what support they might need.

Karin: Do you see yourself as the Chief-Communication-Officer in the company?

Satoshi: Absolutely. I see my role going beyond traditional leadership tasks. I don’t just speak with my leadership team. I actively engage with customers, participate in industry events, and routinely meet with sales representatives. Engaging directly provides me a firsthand understanding of the situations on the ground. It not only gives me real-time insights but also strengthens trust and boosts employee morale. This approach helps our employees feel valued, and I believe it unveils nuances of our business that I'd miss if I only interacted with top management.

Karin: Your direct engagement with sales representatives is quite intriguing. How do higher-level sales managers and directors perceive this?

Satoshi: While some might see it as unconventional, it's instinctive for me. My background as the head of HR taught me to engage with employees at every level. The reception has been extremely positive. Such interactions energize our employees, and I've noticed managers often see positive effects rippling from these talks. Many managers even approach me afterward to discuss career paths or voice concerns about their teams. They see these conversations as opportunities to inspire and motivate, not as overreaches.

Karin: So, communication isn't just a managerial tool for you but a full-fledged leadership style. Can you elaborate on that?

Satoshi: To me, leadership and effective communication are inseparable. A leader must be clear about their objectives, but if they don’t communicate continuously, their vision might get lost. It’s crucial to not only set strategies and priorities but to articulate them consistently. I make it a point to discuss our company's strategy with employees at all levels. This ensures everyone knows and embodies our goals, strengthening our company's unique culture.

Karin: Your leadership emphasizes people-centricity. How do you balance strategic decision-making with operational efficiency, especially with such a focus on people?

Satoshi: It's true; I prioritize people. But valuing people doesn’t mean neglecting strategy. They’re two sides of the same coin for me. I marry strategic thinking with effective communication. Without communication, even the best strategy is like a ship without its captain. Innovative products are crucial, but it’s the people who are at the heart of our business. More than any product, I value the insights, dedication, and support of our entire team.

Karin: Moving on to Team Synergy at Stryker Japan. What’s your vision for your leadership team, especially given your emphasis on strategic thought and communication?

Satoshi: I liken my vision of teamwork and strategy to a game of soccer. It's about crafting a strategy, aligning the team, and placing the right talents in the right roles. Just as in soccer, motivation, a winning culture, and inspiration are essential. My leadership team should have these traits. In my view, leaders are like soccer players, each with a unique role but working towards a shared goal, bound by trust. I see my role as ensuring this harmony.

Karin: Do you see yourself as an active player in this or more of a coach?

Satoshi: Within our operations in Japan, I'd say I relate more to the role of an on-field captain than a coach.

Karin: Interesting. Who would you consider your coach or guiding influence then?

Satoshi: I’m blessed to have many mentors across the organization, both regionally and globally. They consistently provide invaluable insights and advice.

Karin: As one climbs the organizational ladder, feedback often becomes less direct. How do you navigate this challenge?

Satoshi: I’m thankful for the genuine individuals in our company who continue to offer candid feedback, regardless of my position. They keep me grounded and informed.

Satoshi: Nurturing and Elevating Talent for Stryker Japan's Future

Karin: Satoshi, what strategies do you employ to identify and groom the next generation of leaders to uphold Stryker's unique culture?

Satoshi: It's vital to focus on internal leadership development. However, I also value the fresh perspectives that external hires bring, especially in this post-COVID world. I actively participate in multi-year leadership trainings that span junior to senior roles. This gives me an opportunity to directly interact, train, and identify promising talents. Plus, my extensive external networks play a key role in identifying talent outside our organization.

Karin: How would you describe talent development at Stryker? Is it more strategic or spontaneous?

Satoshi: It’s a blend of both. We have an in-house global leadership program, and it’s operational here in Japan as well. Our partnerships with universities let us engage early with potential talent. We also prioritize recognizing and nurturing those who show managerial aspirations. Emphasis on both on-the-job training and structured leadership programs has been particularly crucial since COVID-19 hit. Rapid adaptation in this ever-changing environment is essential.

Karin: Regarding skills and personality traits, how do you define potential leaders?

Satoshi: Our tagline at Stryker Japan is "Defy the odds - Be the change", which anchors our 5-year strategy. This arose from my desire to challenge and change certain existing perceptions surrounding Stryker Japan. It's crucial for us to innovate and evolve, especially in what was once a static market. It’s imperative for our teams to embrace change, particularly given our dynamic world. I encourage a culture of continuous self-reflection, always aiming for enhancement.

Karin: It's evident that Stryker Japan has evolved significantly in its operational ethos.

Satoshi: Absolutely. We've undergone a profound transformation and remain dedicated to pushing our limits. A lot of our employees have shifted their mindset. Our team today is dramatically different from a decade ago. They’re more vocal globally, proactive, and achievement-driven. As the president, I constantly stress the importance of communicating our vision and strategy. It's key to balance the insights of our experienced leaders with fresh perspectives.

Karin: Looking at the bigger picture, what's your dream for Stryker Japan and the legacy you hope to create?

Satoshi: My dream is to see Stryker Japan as the fastest-growing unit within our organization, renowned for its innovation, growth, and diversity. I aspire to make Stryker Japan a market leader, a brand that epitomizes excellence.

Karin: On a personal level, what drives you?

Satoshi: One of my strengths is my ability to blend Western business norms with our deep-rooted Japanese traditions. This adaptability lets me resonate with global cultures, while also understanding the nuances of Japanese traditions.

Karin: Speaking of leadership dynamics, do you see a woman leading Stryker Japan in the near future?

Satoshi: I’m proud of the strides we’ve made in gender inclusivity. Our representation of women in sales roles has jumped from just 5 a decade ago to over 40 now. Grooming a female successor from within for the top position might take some time, but it's important to note that gender isn’t the sole determinant for leadership at Stryker. Capability is what truly matters. Whether she rises from within our ranks or is sourced externally, our culture is ready to welcome a female leader.

Karin: This conversation gives us a deep insight into the transformative journey of Stryker Japan under your guidance. It showcases that even in traditionally conservative cultures, change isn't just feasible but rejuvenating. With your leadership, Stryker Japan exemplifies a shift from a slower, more guarded culture to one of engagement and openness, propelling growth and innovation. Your story is a testament to the impact of visionary leadership!

If Satoshi's journey resonates with you as a leader new to Japan, looking to enhance your leadership style and brand, or aiming to transform cultures and organizations, Kay Group is ready to assist with our expertise and tools. Reach out to Karin Wellbrock at karin.wellbrock@kaygroup-asia.com to begin exploring and shaping your unique leadership path in this dynamic landscape.

[1] https://www.linkedin.com/in/satoshi-mizusawa-663025131/

[2] www.stryker.com 

ABOUT THE AUTHOR

Karin Wellbrock serves as Partner and COO at Kay Group K.K., a Tokyo-based firm specializing in leadership and organizational development. As a seasoned and certified Leadership and Systemic Team Coach, Karin is committed to guiding both seasoned and rising executives to make a lasting mark in their fields. Through her 'Exceptional Leaders in Japan' series, she offers insights and motivation, showcasing that effective leadership is diverse and change is achievable. Each installment explores complex leadership challenges, adding valuable strategies to the leadership toolkit. For contact, email Karin at karin.wellbrock@kaygroup-asia.com.