Reflection and Optimism
I would like to pause and reflect on the journey we’ve been on and look ahead with positive energy. Over the past several months, talking to leaders of companies large and small, I have found that they are fairly optmistic about the prospects for this year. They are hopeful about moving forward and getting on with business. Of course, there are challenges—supply chains, travel—but there is a feeling that these can be overcome as the ongoing pandemic evolves into a new normal.
While challenges remain, the future of business in Japan looks bright
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After the challenges of the past two years, I was looking forward to using my column, in this first print issue of 2022, to highlight the incredible resilience shown by our members and the bright road, filled with potential, that lies ahead for the American Chamber of Commerce in Japan (ACCJ) this year. That’s still what I’d like to share, but I would like first to acknowledge the events unfolding in Ukraine and the resulting humanitarian crisis. Our thoughts are with those in the region, including the people who some of our member companies have on the ground there. As the situation continues to evolve rapidly, we know that more uncertainty and many challenges may lie ahead for us all. The ACCJ will continue to do our utmost to support our members and member companies in all that they do.
Maintaining Momentum
It is with this in mind that I would like to pause and reflect on the journey we’ve been on and look ahead with positive energy.
Over the past several months, talking to leaders of companies large and small, I have found that they are fairly optmistic about the prospects for this year. They are hopeful about moving forward and getting on with business. Of course, there are challenges—supply chains, travel—but there is a feeling that these can be overcome as the ongoing pandemic evolves into a new normal.
Despite two years of frequent quasi and full states of emergency that have greatly disrupted business in Japan, the chamber and its committees have done a stellar job of maintaining momentum and activity. We owe all the committee leaders and members enormous gratitude for their tireless efforts to keep the ACCJ strong through these challenging times. In fact, we have even gained members during a period which could have caused companies to pull back from wider engagement as they looked inward for survival.
“Over the past several months, talking to leaders of companies large and small, I have found that they are fairly optimistic about the prospects for this year.”
Virtual events have not only been critical to this momentum but have also allowed us to strengthen our One ACCJ initiative, which aims to bring our three chapters—Chubu, Kansai, and Tokyo—together and extend opportunities to everyone across the regions. And that momentum goes beyond Japan, too, as our collaboration with the National Association of Japan–America Societies has received a boost.
But, as beneficial as these events have been, we are all itching to meet in person once again. Networking at live events is an important benefit of chamber membership, and one that President Om Prakash, the Board of Governors, and I are eager to bring back—bit by bit and in the safest way possible. We already have some large events lined up for the coming months, and you’ll notice that more and more hybrid events are appearing on the calendar.
Government Dialogue
We are also looking forward to greater engagement with the Japanese and US governments. Our advocacy efforts regarding travel and entry restrictions have been a top priority and have received great interest from and coverage in Japanese-language media. We are committed to continuing our efforts in this area to help our member companies.
The US Embassy Tokyo has been supportive in these efforts, and we are excited about the opportunity to work with Ambassador Rahm Emanuel in the months and years to come.
We also hope to return to Washington this year for a DC Doorknock and resume our previously annual visit to meet with members of Congress and the administration, as well as officials from various government agencies. Covid-19 curtailed this important activity for the past two years, but it is great to feel the momentum both here in Japan and in DC as our planning gets underway for the next one.
New Opportunities
The digitalization spurred by the pandemic has also brought new ways for us to communicate with and support members. Bringing The ACCJ Journal in-house has given us more opportunities for members to share and showcase their achievements, and for us to spotlight their expertise, through a refreshed approach to our digital and print content.
And through our broader communications efforts, we have also reached new demographics and drawn increased attention to our activities from those outside the chamber.
New initiatives such as member profiles in the digital Journal and the President’s Shout-out, in which Om highlights members, are examples of how digital is providing flexibility that allows us to better connect and accelerate our responsiveness.
To help member companies search for and recruit the best talent, we have launched the ACCJ Job Board. Now active on our website, this is a great place to look for your next role in Japan’s international business community and for companies to identify highly skilled talent to join their team. It’s easy and affordable to post openings and harness the power of the ACCJ network.
To Success
While the pandemic stretches on and geopolitical conflict presents added challenges around the world, I’m confident that the energy and agility that has allowed the chamber to thrive even during these difficult times will continue—and reach new levels—this year. We’re already off to a great start, and the enthusiasm of Om and the Board of Governors, as well as the leaders of our committees and member companies, makes me certain that we are turning the corner and easing into a prosperous new world.
Lastly, we very much want to have an increased dialogue with our members this year. I encourage you to contact me—as well as the ACCJ team—to share your ideas, tell us what you need, and let us know how we can help you grow your network and improve your business.
Thank You, Naoko Kitada
One of the strengths of the American Chamber of Commerce in Japan (ACCJ) is the dedication and commitment of our office staff. Their dedication provides the continuity that allows the ACCJ to continue to provide member-focused services and have the ability to adapt to member needs over time. This is especially true in the case of Naoko Kitada, who retired from her position as accounting manager on October 31, after more than 28 years. She joined the ACCJ on October 1, 1993, as assistant accountant.
After nearly three decades, we’ll miss an important member of our team
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One of the strengths of the American Chamber of Commerce in Japan (ACCJ) is the dedication and commitment of our office staff. Their dedication provides the continuity that allows the ACCJ to continue to provide member-focused services and have the ability to adapt to member needs over time.
This is especially true in the case of Naoko Kitada, who retired from her position as accounting manager on October 31, after more than 28 years. She joined the ACCJ on October 1, 1993, as assistant accountant.
Evolving Chamber
Looking back to that time, Kitada remembers how the chamber was “very American and very free” compared with the environment at her previous company. In her prior job, she had helped expats living in Japan, so working with the ACCJ was a natural transition. And we were very lucky that she found us.
“A few years after I joined, the ACCJ began doing more advocacy work and the external affairs positions were created,” she recalled. “As the number of members grew, we needed to create an even more professional office environment. The chamber’s business was getting busier each year, more professional, and the chamber became more focused on membership services.”
Teamwork and Family
People are the most valuable asset an organization has, and this belief is built into the ACCJ’s culture. From time to time, members of the team will face personal challenges, and we are committed to standing by to support them as best we can. This was the case in the accounting department in 2011, when fellow accounting staff member Maria Franki was diagnosed with amyotrophic lateral sclerosis (ALS).
I was deputy executive director at the time. Kitada remembers this as a moment when she truly saw how the ACCJ prioritizes the well-being of our people.
“They allowed me to work a flexible schedule so that I could help Maria even during working hours,” she said. Franki, who had been part of the ACCJ family since 2001, died of ALS in 2011.
Later, when Kitada’s mother also suffered from ALS, she needed to visit her house every weekend. “You and Sam [Kidder] were very kind and let me work a flexible schedule and from her location,” she told me. This was at a time when remote work was not common.
When asked about her greatest experiences working at the chamber, she cited having the opportunity to grow as an accountant and climb the ladder to eventually lead the department. I was pleased to hear that the relationships she had with me, my predecessor Samuel Kidder, and former Deputy Executive Director Joel Glasser were high on that list. “They always made me feel that my opinions had value,” she said.
Retirement Plans
I asked Kitada what she plans to do now that she has retired. She said that she will enroll next April in a university course for those over 50 to study gardening, trees, and nature.
Will she miss the chamber?
“The time at the ACCJ has been the highlight of my life—the best days,” she said. “I met many friends through the ACCJ. Many have left, but we still stay in touch. That’s a treasure in my life.”
On behalf of the entire ACCJ, I extend a heartfelt thank you to Kitada for her decades of service and wish her all the best in her new adventure.
Adapt, Innovate, Discover, Connect
One of the greatest strengths of our international business community is the varied experiences and skills of our members. I’m proud of the way in which the American Chamber of Commerce in Japan (ACCJ) has transitioned to a virtual environment that allows us to serve the needs of the membership through a robust schedule of events and meetings. But, during the pandemic, tapping into our network for a less formal exchange of ideas and expertise (the way we would during coffee breaks in more normal times) has been a challenge. This month, we’re launching a pilot project to help members discover and connect with other members.
New Wai Gaya platform supercharges ACCJ networking
One of the greatest strengths of our international business community is the varied experiences and skills of our members. I’m proud of the way in which the American Chamber of Commerce in Japan (ACCJ) has transitioned to a virtual environment that allows us to serve the needs of the membership through a robust schedule of events and meetings. But, during the pandemic, tapping into our network for a less formal exchange of ideas and expertise (the way we would during coffee breaks in more normal times) has been a challenge.
This month, we’re launching a pilot project to help members discover and connect with other members. We’re calling it Wai Gaya, a term coined by Honda Motor Company, Ltd. for their practice of convening impromptu meetings among colleagues. At these gatherings, everyone is encouraged to share their ideas—regardless of role or seniority. Wai wai gaya gaya is also a Japanese expression used to describe a lively environment, such as an izakaya, filled with conversation—the words being onomatopoeias meaning chatter—and that’s exactly what we aim to create among members.
Supercharged Networking
Maybe you’d like to find members who have experience negotiating rents with commercial landlords. Perhaps you want to bounce around ideas on a specific business challenge with members who are facing a similar issue. You may want to get some sound advice on how best to leverage your experiences in Japan to take the next step in your career as an expat. Or maybe you’re looking for new business partners and simply want to expand your network.
Using the Wai Gaya platform—developed in-house by the ACCJ—any member can suggest a topic for conversation. The topics will be promoted in our Insider email and can be reviewed on the Wai Gaya website. If you see a conversation in which you would like to participate, just click “I’m interested.” Once three members express interest, we’ll open the ACCJ’s Webex videoconferencing platform to schedule a meeting among up to 10 interested members. We’re keeping the number of participants low to ensure that all parties have a chance to interact.
Nimble Ideas
Inspired by the world of startups and minimum viable products, we’ve built Wai Gaya in-house using a “no-code” platform. This new capability allows us to test ideas without investing a lot of time or resources in their creation. If the membership sees value in Wai Gaya and engages with it, we’ll enhance the platform’s functionality. If it doesn’t take off, we’ll shift our efforts to other new ideas based on input and ideas from the membership.
Beyond Events
Planning and presenting formal events remains the responsibility of ACCJ committees. What Wai Gaya does is provide a venue for those topics and conversations which lend themselves better to conversation rather than presentation.
We all look forward to the day when we can return to in-person meetings, as well as the introductions and chats that happen over coffee during the in-between moments of our events. Our hope is that Wai Gaya will fill this need—at least in part—and that the Wai Gaya model might provide value to the membership even after we emerge from our current virtual mode.