Professional managers who have gone through two of it busts to reflect on the difficulty of Fujitsu's integration

In the decade, Fujitsu has gradually entered China, but the most critical and difficult issue in Kuntan seems to be integration into China. Article | The origin of the July issue of the Journal of Excellence from university into computer science, more than 30 years Kuntan has been immersed in the 0 and 1 of the rational world, he said that the perceptual world is their own relatively scarce.　　But China made him change. Less than 50 years old, Kuntan was sent to China to serve as vice chairman and general manager of Fujitsu (China) Limited.　　That year, he began to learn to play the piano. This June, Kuntan officially retired, he still cannot flexibly use his fingertips to express his inner feelings.　　However, Takeda will be far from his longing for a step closer to the life-Qin Geng Yu Read, he felt that this is a realm of life. According to the Chinese lunar year, Takeda is an ox; according to the Japanese calendar, he should be a tiger.　　Takeda felt that he had integrated the characteristics of both animals: as step as an ox, and sometimes as fast as a tiger. Over the past ten years, Takeda has experienced the slump of the IT industry in two times with Fujitsu's three presidents.　　As the fourth largest IT service provider in the world, Fujitsu has gone deep into all aspects of Japanese life, but in China its name is much louder than the competitor I B M. "Over the past 30 years, we have only been in China in the city of the business of the cloth, in the future, we have to connect the dots line, from the line into the surface."　　"Takeda said.　　Two weeks before leaving Beijing, looking back on the ten years of professional manager career in China, Takeda's biggest experience is: Product competition, sales strategy These are all secondary, talent is the most critical factor. "If you just do it for three years and simply pursue sales and profit figures, I can easily reach my goal, and I have no relationship with my fourth year of corporate failure."　　"Takeda said that to cultivate people is not a short-term can do."　　His most regrettable thing is still related to people, "professional manager is a cruel occupation", because he sometimes too soft, leading to training, promotion of talent is not enough.　　The most crucial question Kuntan is very emotion: "Can speak Chinese words, does not mean that can integrate into Chinese society". More than 10 years ago, a Japanese employee from Fujitsu came to work in Beijing, and his children were still using "urine is not wet", when China did not sell, he had to every time from Japan into a box. The neighbor who lives next door is a Chinese, just as the child was born.　　Beijing is very cold in winter, the Japanese see the neighbors home often wash a lot of diapers, they give them some "urine not wet." A few years later, the Chinese company was booming, and one day he offered to invite the Japanese neighbor to work for his company. After telling the story, Kuntan was very sentimental. "To speak Chinese, not to be able to integrate into Chinese society", Takeda speaks fluent Mandarin, but he always thinks that language is just a prop.　　The Japanese employee broke into a Chinese friend's heart through a small urine leak. One months ago, Kuntan returned to Japan to meet Fujitsu's three presidents. InAsked what they wanted for their successors, Takeda said a standard: anyone can be a part of Chinese society. Takeda has a unique resource advantage. As a child, he lived in Taiwan and had a deep understanding of Chinese thinking patterns and cultural history.　　1989, sponsored by Fujitsu, China International Talent Exchange Association began to send a number of software engineers to study in Japan every year, when the president of the ban on the autumn grass Takeda sent to be responsible for reception. Ten years, the cumulative training of more than 400 technical personnel, Takeda and this group of Chinese to go to the young people to establish a deep feeling. 1998, Autumn Grass became Fujitsu president.　　A year later, Takeda came to China, and his friends were spread all over the country. Some people think that this arrangement of autumn grass was intentional. In any case, this has undoubtedly laid a good personal relationship with Takeda. "Light meeting, Banquet is no use, the key is whether the other party can really recognize you." "Golf is a hobby for many executives and an important way to talk about business," he said. Takeda prefers to play tennis, saving time and reaching the lower and middle classes.　　In the process of playing a lot of information, this often let Takeda benefit. In order to help other Japanese employees really understand Chinese society, Takeda the relationship and found some vacancies in China's state-run and private-owned enterprises. He hopes that the Japanese workers will not go to Fujitsu China, but to the local enterprises in China to experience, first for a year or two.　　As a result, these Japanese employees run to complain at most for a few months, and such plans usually go nowhere.　　The hardest problem is for China to talk to Japan's headquarters on an equal footing, a process that took several years.　　When he first came to China, Kuntan often met with embarrassment: People often thought it was a film-making company, and sometimes even the workers in their own factories didn't know what Fujitsu was doing. Takeda's direct subordinates are only three people, although there are more than 10,000 employees, but like "disunity", and even the same region, the general manager of different branches do not know each other. As a result of the implementation of the vertical management system, Fujitsu in China, how many subsidiaries, how many employees, these exact figures no one can say clearly. Clear each phase of their main tasks, Takeda feel that this is a professional manager the most important ability.　　Takeda that the biggest problem is that at that time, the Japanese headquarters had a kind of advantage mentality, from Japan to send an ordinary staff to China, can do the class, minister, not a local Chinese to do the minister's position.　　Localization is the eternal proposition of multinational corporations, and it is also the hardest thing in Kuntan's eyes. "At that time, I almost took all the Japanese as the enemy. "The idea of things is the hardest to change," Takeda said.　　It took years to get China to talk to Japan's headquarters in an equal manner, but that was one of the Takeda's proudest events. In order to promote local talent, he used various methods. Sometimes，Will adopt upstairs strategy, the Japanese minister to the deputy general manager, vacated the minister's position to the following Chinese. Slowly, Fujitsu from the beginning all the ministers in China are exclusively Japanese, up to now more than One-third of the Chinese.　　After that, Takeda showed some smug expression.　　It has always been the wish of Takeda to enable more local talents to develop in China. In ten years, Takeda has tried several times, but all failed.　　A few years ago, Fujitsu invited a Chinese to become the president of Shanghai company, responsible for sales, he brought a lot of new ideas, the introduction of many external sales staff, ultimately because of the Japanese enterprises within the mode of operation is not comfortable, disappointed to leave.　　It is not difficult to find a person who can integrate into the Chinese circle, but it is not difficult to find a company that can integrate into Fujitsu's culture, but it is much less selective in both capacities. In Takeda's view, Japanese corporate culture is not accustomed to indirect management, usually in detail. Plus, the Chinese who study in Japan are far less than those who go to Europe and America.　　All these make it more difficult for Japanese enterprises to achieve localization. To attract more attention from college students, Takeda often goes to college to discuss with students what kind of talent Japanese companies need.　　He often talks about his story with his body. After finishing high school in Taiwan, more than half of the students chose to study abroad, and most of the students went to Europe and the United States, Takeda chose Japan.　　Shortly after the job, some of the students who worked in American companies were promoted quickly, and he was slow to move to Fujitsu. Many years later, high school students to meet again, Takeda found that the overall results are almost the same, but the process is different. "It is a pity that Japanese companies do not get the majority of students to understand this approach." "Takeda some helpless.