As the wave of digitalization sweeps across the world, Japan, a country known for its coexistence of tradition and innovation, is undergoing a profound change in the workplace. As the world’s third largest economy, Japan’s corporate culture and talent management strategies have always been the focus of global attention. However, with the rapid development of artificial intelligence, big data, cloud computing and other technologies, Japanese companies are facing unprecedented challenges and opportunities. From Tokyo’s bustling business districts to local small and medium-sized enterprises, digital transformation is reshaping Japan’s workplace ecosystem. Traditional concepts such as lifetime employment and seniority-based systems, once considered the pillars of Japanese companies, are colliding with emerging flexible work models and skill-based evaluation systems. This change is not only an upgrade at the technical level, but also an innovation in the entire social work philosophy and values. This article will delve into the changing trends of Japanese talent management under the wave of digitalization, analyze how companies can embrace new opportunities brought by digitalization while maintaining their traditional excellent culture, and the inspiration and challenges these changes bring to global companies interested in entering the Japanese market.

Overview of digital transformation in the Japanese workplace

The digital transformation of Japan’s workplace is unfolding at an unprecedented speed and scale. This change is profoundly reshaping Japan’s corporate culture and operating model. Traditionally, Japanese companies have been known for their unique cultural characteristics, such as lifetime employment, collective decision-making, and strict hierarchies. However, the advent of digitalization is challenging these deep-rooted traditions. We see many Japanese companies struggling to adapt to the demands of the digital age while maintaining their core values. For example, AEON Group (AEON) is driving a company-wide digital transformation that is not only changing its retail business model, but also redefining the way employees work and corporate culture. Although this change encountered some internal resistance, it also injected new vitality into the company, allowing it to better respond to the rapidly changing market environment.

Although the digital transformation process of Japanese companies started late, it has developed rapidly in recent years. According to data from the Ministry of Economy, Trade and Industry, more than 60% of large Japanese companies have launched digital transformation plans. We can see that from manufacturing giants such as Toyota and Hitachi to service industry leaders such as Rakuten and SoftBank, they are all actively embracing digital technology. Toyota Motor Corporation is a typical example. It is transforming from a traditional automobile manufacturer into a mobility service provider, which involves not only technological innovation but also comprehensive changes in organizational structure and talent management. At the same time, we have also seen that some emerging technology companies, such as Mercari and PayPay, are leading the digital wave in Japan, and their success is inspiring more traditional companies to accelerate digital transformation.

Japanese companies face many challenges in the digitalization process, the most prominent of which is the shortage of talent. According to a report by the Japan Information Technology Services Industry Association (JISA), the IT talent gap in Japan is expected to reach 790,000 by 2025. This talent gap is not limited to technical experts, but also includes managers who can harness digital technologies and drive business innovation. Another important challenge is how to balance efficiency gains and employee well-being in digital transformation. For example, with the application of automation technology, some traditional positions may face layoffs, which requires companies to formulate comprehensive employee retraining and job adjustment plans.

Despite the challenges, digital transformation also brings unprecedented opportunities to Japanese companies. First, digital technology offers new ways to improve productivity and operational efficiency, which is particularly important for Japan, which faces an aging population and labor shortages. Secondly, digitalization allows Japanese companies to better enter the global market and develop new business models. For example, Japan’s animation and game industries have achieved global expansion through digital platforms and have become important channels for Japanese cultural export. In addition, digitalization has also provided new possibilities for solving social problems in Japan. Innovative applications such as telemedicine and smart cities are improving people’s quality of life.

The rise of flexible working models

In Japan, the rise of flexible work models signals a quiet revolution in workplace culture. Japanese companies have long been known for their strict work systems and long overtime culture. However, the development of digital technologies and the needs of a new generation of employees are driving a fundamental shift in this traditional model. Telecommuting and flexible working hours, once rare concepts in the Japanese workplace, are now rapidly gaining popularity. For example, Hitachi Manufacturing Co., Ltd. launched a “work life choice” system in 2021, allowing employees to independently choose their work location and time. This not only improves employee job satisfaction but also helps companies attract and retain talent globally.

The implementation strategy of hybrid working model has become a hot topic among Japanese business managers. This model requires meeting employees’ needs for flexibility while maintaining operational efficiency. Many Japanese companies are adopting the “3-2 model”, which means working in the office three days a week and working remotely two days a week. But implementing this model is not easy. It requires companies to make adjustments in many aspects such as technology infrastructure, management processes and corporate culture. For example, Japanese telecommunications giant NTT has invested considerable resources in upgrading its internal communications systems and training management to adapt to new working models. At the same time, companies also need to redesign office spaces to support more collaborative and innovative activities, not just daily individual work.

SoftBank Group’s “Smart Work Challenge” program is an example of Japanese companies embracing flexible work models. The plan not only allows employees to freely choose their working time and location, but also introduces a performance-based evaluation system, completely breaking the traditional “9-to-5” work model. SoftBank has also developed a dedicated mobile application to help employees manage their work time and task progress. The success of this program is not only reflected in increased employee satisfaction, but also in significantly improving the company’s innovative capabilities. For example, SoftBank’s number of patent applications has increased by nearly 30% since the program was implemented. This case demonstrates how flexible working models can stimulate employees’ creativity and bring substantial business value to the enterprise.

The impact of flexible working models on employee productivity and satisfaction is multifaceted. According to a survey by the Japan Labor Policy Research and Training Institute, more than 60% of employees in companies that adopt flexible working systems reported that their work efficiency has improved. This improvement comes not only from reduced commute times and a better work-life balance, but also from employees having more autonomy and responsibility. For example, pharmaceutical company Takeda Pharmaceuticals found that after implementing flexible work, employees’ overtime hours were significantly reduced while work output increased. At the same time, employee satisfaction surveys show that job flexibility is one of the key factors affecting employee retention.

Some Japanese companies have found that remote working may lead to a decrease in team collaboration efficiency and a dilution of corporate culture. To this end, many companies are exploring how to maintain team cohesion in a virtual environment. For example, e-commerce company Lotte Group has introduced virtual coffee rooms to encourage employees to communicate informally online to maintain team spirit.

The rise of flexible working models is reshaping Japanese workplace culture. It not only changes the way people work, but also affects the organizational structure and management philosophy of enterprises. Although this transition is challenging, it provides Japanese companies with new opportunities to become more competitive and attract global talent.

Skill-based talent assessment and development

Japanese companies are undergoing a profound change in talent evaluation and development concepts, shifting from the traditional merit-based system to a competency-oriented evaluation system. This shift not only reflects the needs of the globalization and digital era, but also reflects the determination of Japanese companies to adapt to the new economic environment. The seniority system has long played an important role in Japanese companies, emphasizing employee loyalty and length of service. However, as market competition intensifies and the demand for innovation increases, the limitations of this system have become increasingly prominent. Today, more and more Japanese companies are beginning to value employees’ actual abilities and contributions rather than mere qualifications. For example, Japanese electrical appliance giant Panasonic announced in 2020 that it would completely reform its salary system and focus more on performance and ability rather than seniority. This move has caused widespread discussion in the Japanese business community and is regarded as a landmark event in the transformation of Japanese corporate culture.

In this transformation, the application of digital tools in skills assessment plays a key role. Technologies such as artificial intelligence and big data analysis provide enterprises with more accurate and objective evaluation methods. For example, Japanese recruitment giant Recruit Holdings has developed an AI-based skills matching system that is not only used for external recruitment, but also for internal talent assessment and job matching. Such tools can analyze employees’ work performance, learning progress and skill development trajectories, providing managers with comprehensive talent insights. At the same time, some companies have also introduced 360-degree evaluation systems to comprehensively consider feedback from colleagues, superiors, and subordinates to obtain more comprehensive evaluation results. This multi-dimensional evaluation method helps break the limitations of the traditional hierarchy and promote a fairer and more transparent talent evaluation mechanism.

The cultivation of a continuous learning culture has become the core of the talent development strategy of Japanese companies. In a rapidly changing business environment, lifelong learning is no longer an option but a necessity. Many Japanese companies are establishing their own corporate universities or learning platforms to provide employees with continuous learning opportunities. For example, SoftBank University not only provides technical training for employees, but also offers leadership and innovation courses to encourage employees to learn across fields. At the same time, we see more and more companies adopting the concept of “learning as work” and integrating learning into daily work. Fast Retailing Group, the parent company of Uniqlo, has launched an innovative program to encourage store employees to learn new knowledge during work breaks through mobile applications. This not only improves employees’ skill levels, but also enhances their work enthusiasm.

Hitachi Group’s AI-driven talent management system is a cutting-edge example of skill-based talent assessment. The system uses machine learning algorithms to analyze employees’ job performance, skill development and career interests to develop a personalized career path for each employee. The system can not only identify the potential abilities of employees, but also predict the key skills needed in the future, thereby helping companies reserve and cultivate talents in advance. A significant result of this system is that it helped Hitachi discover many “hidden talents” internally. These employees may have been overlooked in the traditional evaluation system, but have shown great potential through AI analysis. This not only improves the efficiency of talent utilization, but also greatly enhances employees’ career development opportunities.

Toyota’s “Toyota Connected Academy” learning platform is another innovative practice worthy of attention. As a leader in the automotive industry’s transition to smart mobility services, Toyota realizes the importance of continuous learning to remain competitive. This learning platform not only provides traditional automotive engineering courses, but also covers cutting-edge technology fields such as artificial intelligence, big data analysis, and the Internet of Things. The platform adopts a modular design, allowing employees to choose learning content based on their own interests and career development needs. It is particularly worth mentioning that the platform also integrates virtual reality (VR) and augmented reality (AR) technologies to provide employees with an immersive learning experience. For example, engineers can remotely collaborate to design new models through VR technology, which not only improves learning effects but also promotes cross-regional team collaboration.

Data-driven talent decision-making

In the digital era, data-driven decision-making has become a core trend in corporate management, and the field of human resources is no exception. Japanese companies are increasingly adopting HR analysis tools and applying big data analysis to all aspects of talent management. These tools are used in a wide range of applications, from recruitment and selection to performance management and talent development to employee retention. For example, Japanese e-commerce giant Rakuten Group optimizes its hiring process with an AI-driven analytics tool that predicts a candidate’s potential performance and cultural fit based on historical data. Similarly, Japanese pharmaceutical company Takeda Pharmaceutical uses HR analytics tools to identify high-potential employees and tailor career development plans for them. These applications not only improve the efficiency of human resource management, but also provide enterprises with deeper talent insights.

Predictive analytics is playing an increasingly prominent role in talent management, allowing companies to anticipate potential talent issues in advance and take appropriate measures. For example, Japanese advertising giant Dentsu uses predictive analytics models to assess employee turnover risks, which allows the company to promptly identify key talents that may be lost and take targeted retention measures. Another interesting application is the team performance prediction model of Japanese IT services provider NTT Data. The model predicts the outcomes that different combinations of teams are likely to achieve on a specific project by analyzing the skill sets, work experience, and collaboration history of team members. This not only optimizes team configuration, but also improves project success rate. Predictive analytics are also used in career planning and succession planning, helping companies better manage talent pipelines and long-term human resources strategies.

However, with the widespread application of data analysis in talent management, data privacy and ethical issues have become increasingly prominent. As a society that attaches great importance to personal privacy, Japan needs to be extremely cautious when adopting these technologies. Many Japanese companies are developing strict data use policies to ensure that the collection and use of employee data complies with legal and ethical standards. For example, when Hitachi Manufacturing implemented its AI-driven talent management system, it set up an ethics committee to review the compliance and fairness of data use. At the same time, some companies have adopted data anonymization and encryption technologies to protect employee privacy. In addition, companies also face the challenge of how to balance data-driven decision-making and human-centered management to ensure that the application of technology does not lead to an overly mechanistic management style.

The employee turnover prediction model of UNIQLO (Fast Retailing Group) is a typical case of data-driven talent management. As the world’s leading clothing retailer, Uniqlo faces the high employee turnover problem common in the retail industry. To this end, the company has developed a prediction model based on machine learning, which comprehensively analyzes multiple factors, including employees’ work performance, working hours, vacation patterns, training participation, etc., to predict employees’ risk of leaving the company. This model not only identifies high-risk employees but also provides insight into potential causes of turnover.

Based on the insights from this model, UNIQLO took a series of targeted measures. For example, for employees identified as having a high risk of leaving the company, the company will arrange one-on-one communication with managers to understand the employees’ career development needs and difficulties encountered at work. At the same time, the company has also adjusted work arrangements and training plans based on the analysis results, such as providing more career development opportunities for potential employees, or improving working time arrangements to improve job satisfaction.

The application of this predictive model has achieved remarkable results. According to reports, Uniqlo’s employee retention rate has increased by 15% since the implementation of this model, especially in key positions and high-potential talents. In addition, this model also helps companies optimize talent development investments so that training resources are more targeted and allocated to employees who need them most and are most likely to stay.

The case of Uniqlo demonstrates the huge potential of data-driven decision-making in talent management. It not only improves the accuracy and efficiency of human resource management, but also provides enterprises with deeper talent insights, helping to formulate more effective talent strategies. However, this case has also sparked some discussions about employee privacy and the ethics of data use, prompting companies to be more cautious and responsible when adopting this type of technology.

Talent strategy in the context of globalization

In the context of increasingly deepening globalization, Japanese companies are facing talent challenges and opportunities. As a traditionally relatively closed society, Japanese companies are trying to adapt to the multicultural environment brought about by globalization while seeking to remain competitive on the international stage. This transformation not only involves adjustments to business strategies, but also requires a fundamental reshaping of talent strategies.

The cultivation of cross-cultural collaboration capabilities has become a top priority for Japanese companies’ talent development. As the pace of globalization of Japanese companies accelerates, employees need to have the ability to work effectively in a multicultural environment. Many companies are implementing systematic cross-cultural training programs, which not only include the improvement of language skills, but also the cultivation of soft skills such as cultural sensitivity and global business etiquette. For example, Japanese electronics giant Sony has launched a “Global Leadership Program” to cultivate employees’ global vision and cross-cultural leadership through international job rotations and cross-border project cooperation. At the same time, some companies have also introduced a “cultural ambassador” system, selecting employees with international experience to serve as bridges for cross-cultural communication to promote understanding and collaboration among employees with different cultural backgrounds.

Digital solutions for global talent management are revolutionizing talent management practices in Japanese companies. Tools such as cloud technology, artificial intelligence and big data analytics provide strong support for talent management on a global scale. For example, Japanese manufacturing giant Toshiba Group has adopted a globally unified human resources information system to achieve real-time sharing and analysis of global talent data. This not only improves the efficiency of talent management, but also provides data support for global talent deployment and strategic decision-making. On the other hand, the widespread application of remote collaboration tools has made communication and collaboration among multinational teams more convenient. Hitachi Manufacturing has developed a global project management platform based on AI, which can automatically analyze and optimize the workflow of multinational teams, greatly improving the efficiency of global collaboration.

In the globalization strategy, how to balance localization and globalization is a major challenge facing Japanese companies. On the one hand, companies need to adapt to the local needs and cultural characteristics of different markets; on the other hand, they must maintain globally unified corporate culture and management standards. Many Japanese companies are exploring the “Glocalization” strategy, which is to flexibly adjust based on the characteristics of different regions on the basis of global unified standards. For example, Toyota Motor Corporation implements a unified “Toyota Production System” globally, but will make appropriate adjustments based on local culture and labor regulations during specific implementation. In terms of talent management, this strategy is reflected in giving local branches more autonomy in talent management while maintaining core values ​​and management concepts.

Takeda Pharmaceutical’s virtual reality cross-cultural training is a typical example of Japanese companies’ innovative talent training methods. As a global pharmaceutical company, Takeda understands the importance of cross-cultural understanding for its global operations. To this end, the company has developed a cross-cultural training system based on virtual reality technology. This system simulates various cross-cultural business scenarios, such as international conferences, cross-border team collaboration, etc., allowing employees to experience communication and decision-making challenges in different cultural backgrounds in a virtual environment.

A distinctive feature of this VR training system is its high degree of interactivity and personalization. The system will adjust the scene in real time based on the students’ reactions and choices, providing instant feedback. For example, in a simulated cross-cultural negotiation scenario, if a student behaves inappropriately, the system will immediately display the possible negative consequences and provide correct behavioral suggestions. In addition, the system also integrates artificial intelligence technology to analyze students’ performance, identify their cultural intelligence quotient (CQ) strengths and weaknesses, and customize subsequent learning plans accordingly.

Since implementing this VR training program, Takeda Pharmaceuticals has reported significant results. Employees who participated in the training improved their scores on cross-cultural communication ability tests by an average of 30%. More importantly, this immersive learning experience greatly increases employee participation and interest in cross-cultural training. The company also found that trained employees performed significantly better on international projects and that multinational teams collaborated more effectively.

The case of Takeda Pharmaceutical shows how technological innovation can effectively solve the challenges of global talent training. Through virtual reality technology, companies not only overcome the limitations of traditional cross-cultural training, but also create a more interactive, personalized and efficient learning method. This approach is not only suitable for cross-cultural training, but can also be extended to other areas such as leadership development, crisis management training, etc.

Digital transformation of organizational structure and leadership

Driven by the wave of digitalization, Japanese companies are undergoing profound changes in organizational structure and leadership. The traditional pyramidal hierarchical structure and decision-making model are gradually transforming into a flatter and more agile organizational form. This transformation is not only the result of technology driving, but also an inevitable choice in response to the rapidly changing market environment and the expectations of the new generation of employees.

The shift toward flatter and agile organizational structures is gradually unfolding in Japanese companies. This transformation aims to break down traditional departmental barriers, improve decision-making efficiency, and enhance the organization’s flexibility and innovation capabilities. For example, Japanese telecommunications giant SoftBank Group adopts a “matrix” organizational structure, which organizes employees according to the dual dimensions of projects and functions, which greatly improves the efficiency of cross-department collaboration. Another typical case is Nintendo, which introduced a “small team system” that allows small-scale, cross-functional teams to develop innovative projects independently. This model greatly stimulates employees’ creativity and speeds up the product development cycle. However, this transition has not been smooth sailing in Japanese companies. It has challenged long-standing hierarchical concepts and decision-making cultures, requiring management and employees to work together to adapt to new ways of working.

Digital leadership has become an essential core competency for Japanese business leaders. This kind of leadership requires not only a deep understanding of new technologies, but also the ability to navigate the digital environment. Digital leaders need to possess characteristics such as rapid learning, open innovation, and data-driven decision-making. To develop this kind of leadership, many Japanese companies are implementing innovative training programs. For example, Toyota Motor launched the “Digital Transformation Leadership Project” to cultivate leaders’ decision-making and management capabilities in a digital environment through cutting-edge technologies such as virtual reality simulation and artificial intelligence-assisted decision-making. At the same time, some companies also adopt a “reverse mentorship system”, where young digital native employees serve as digital mentors for senior managers to promote knowledge exchange and complementarity between generations.

The application of cross-department collaboration tools is reshaping the way Japanese companies work. These tools not only break down traditional departmental boundaries, but also greatly improve the efficiency of information sharing and collaboration. For example, Hitachi Manufacturing Co., Ltd. has developed and widely used a cloud-based collaboration platform that integrates project management, document sharing, instant messaging and other functions, making cross-department and cross-regional team collaboration more convenient. Another innovative example is Japanese pharmaceutical company Otsuka Pharmaceutical’s “virtual office” system, which uses augmented reality technology to create a virtual work environment where employees can communicate and collaborate in real time, no matter where they are. The application of these tools not only improves work efficiency, but also provides technical support for remote working and flexible work arrangements.

Nissan’s “Digital Workplace Transformation” plan is a typical example of digital transformation among Japanese companies. This plan aims to comprehensively restructure the company’s working methods and organizational structure to adapt to the needs of the digital age. The core of the plan includes three aspects: The first is the upgrade of technical infrastructure. The company invested in building a unified cloud platform that integrates various collaboration tools and business systems. The second is the reengineering of work processes. The company has introduced agile management methods to split large projects into small-scale, rapid iteration tasks, improving development efficiency and market response speed. Finally, there is the adjustment of the organizational structure. The company breaks down traditional department boundaries and establishes cross-functional project teams to encourage innovation and rapid decision-making.

The implementation of this plan has achieved remarkable results. According to Nissan Motor’s report, since the implementation of the plan, the company’s product development cycle has been shortened by 30%, employee satisfaction has increased by 20%, and cross-department collaboration efficiency has increased by 40%. More importantly, this program has cultivated a group of managers and employees with digital thinking, laying a talent foundation for the company’s long-term development. However, implementation of the plan also faces challenges, particularly in changing long-established work habits and organizational culture. To this end, Nissan has invested a lot of resources in change management and helps employees adapt to the new way of working through continuous training and communication.

Mitsubishi Electric’s virtual reality leadership training program is an innovative attempt by Japanese companies to use new technologies to cultivate digital leadership. The project uses virtual reality technology to create a series of simulation scenarios, covering common management challenges in digital environments, such as remote team management, data-driven decision-making, digital crisis management, etc. Participants can practice and improve their digital leadership skills in a virtual environment through an immersive experience.

A distinguishing feature of this training program is its high degree of personalization and adaptability. The system will adjust the difficulty and content in real time based on the performance of the participants to ensure that everyone can get the learning experience that best suits them. In addition, the project also integrates artificial intelligence technology, which can analyze participants’ decision-making patterns and behavioral characteristics, and provide detailed ability diagnosis reports and personalized improvement suggestions.

Since the project was implemented, Mitsubishi Electric has reported significant results. Managers who participated in the training improved their scores on digital leadership assessments by an average of 35%. More importantly, these managers have demonstrated stronger digital thinking and decision-making capabilities in actual work. The company also found that this innovative training method greatly improved managers’ interest and participation in learning, overcoming the common distraction problem in traditional training methods.

The case of Mitsubishi Electric shows how new technologies can revolutionize leadership development. Through virtual reality and artificial intelligence technologies, companies not only overcome the limitations of traditional training methods, but also create a more immersive, personalized and efficient learning experience. This method is not only suitable for leadership training, but can also be extended to other areas, such as crisis management, cross-cultural communication and other complex skills development.

Future development trends and coping strategies in the Japanese workplace

With the rapid development of technology and profound changes in the socio-economic structure, the Japanese workplace is facing unprecedented challenges and opportunities. The widespread application of artificial intelligence and automation technologies is reshaping the job market, and it is estimated that about 30% of existing jobs may disappear as a result by 2030. However, this trend has also brought about new employment opportunities, such as the surge in demand for positions such as AI engineers and data analysts. In response to this change, the Japanese government and companies are actively promoting vocational training and re-education, such as the Ministry of Economy, Trade and Industry’s “Future Skills Training Program”, which aims to help workers master the skills needed in the new era.

At the same time, a series of new professions are emerging in Japan. Over the next decade, demand for data scientists, cybersecurity experts, sustainability experts, health management and telemedicine experts, virtual reality and augmented reality designers, and more will grow significantly. In addition to professional skills, interdisciplinary abilities, innovative thinking, digital literacy, emotional intelligence and adaptability will become the core competitiveness of the future workplace. Japanese companies are adjusting their recruitment and training strategies accordingly. For example, SoftBank Group’s “Future Talent Plan” aims to cultivate talents with interdisciplinary backgrounds and innovative thinking through cooperation with universities and the establishment of internal colleges.

Digital transformation offers new opportunities to advance diversity and inclusion in the workplace. Through digital tools and platforms, companies can better achieve diverse recruitment, flexible work arrangements and cross-cultural collaboration. For example, Panasonic has launched an AI-based “bias-free recruitment system” that uses algorithmic analysis to reduce unconscious bias in the recruitment process. The popularity of remote working technology has also provided more employment opportunities for women, the elderly and people with disabilities. In addition, digital tools have opened up new avenues for cross-cultural understanding and inclusive training, such as Takeda Pharmaceutical’s VR cross-cultural training system.

The future workplace will place more emphasis on personalized career development paths. With the help of big data and AI technology, companies can design customized career development plans for each employee. The AI-based “career development advisory system” launched by Hitachi Group is a typical example. It analyzes various employee data to provide employees with personalized career development suggestions and learning plans, which not only improves employee satisfaction but also optimizes The company’s talent training and deployment.

Faced with these changes, Japanese companies need to adopt proactive strategies to adapt to and lead the changes. This includes establishing a continuous learning culture, adopting a flexible organizational structure, focusing on data-driven decision-making, promoting work style reform, promoting open innovation, and strengthening corporate social responsibility while advancing digitalization. These strategies not only help companies adapt to future changes in the workplace, but also enhance their competitiveness in the global marketplace.

The digital transformation experience of Japanese companies provides valuable inspiration for global companies. While promoting digitalization, they focus on maintaining unique corporate culture and values, creating unique management models such as Takeda Pharmaceuticals and Mitsubishi Electric. Facing challenges such as an aging population and labor shortage, Japanese companies are actively using AI and automation technologies to not only improve production efficiency but also create new job opportunities. They attach great importance to employees’ skill improvement and career development, and closely integrate technological innovation with talent development. The innovative capabilities and adaptability demonstrated by Japanese companies have broken people’s stereotype of them being conservative and rigid. At the same time, they actively respond to the challenges of globalization and provide new ideas for cultivating talents with an international perspective.

In general, the digital transformation experience of Japanese companies shows that successful transformation requires not only advanced technology, but also changes in corporate culture, innovation in management models, and adjustments in talent strategies. This all-round transformation idea, as well as the focus on people during the transformation process, is the most valuable inspiration from Japan’s experience to global enterprises. As the wave of digitalization continues to advance, we can expect to see more innovative practices from Japan. These practices will not only reshape the Japanese corporate ecosystem, but also provide important references for the digital transformation of global companies.