Hiroshi Mikitani

Of course, my decision faced plenty of criticism. One of my fellow Japanese CEOs went so far as to call the plan “stupid” – notable, in a country where executives do not generally criticize one another in the press. Clearly, I would have to fight an uphill battle for cultural acceptance. But I was not deterred. A seismic shift demands that we adapt to a new landscape, and a seismic economic shift is exactly what Japan has undergone in recent decades, driven by the forces of globalization and digitization. The only way to compete in this interconnected internet age is to speak the language of the market – and that language is English.

What I’ve come to realize is this: Optimism is more than just a feeling; it’s a strategic approach. And when navigating uncertainty, setbacks and change, it’s one of the most powerful tools in our arsenal.

I often take this advice and keep an eye on the ones the world may dismiss as crazy—Elon Musk included. They are often the ones who have the guts to take on a big project; The courage to be aggressive and innovative.

Because there are so many business we do across the boundaries. So, I think this is the only way a Japanese service company can really, truly become the global organization.