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.

Our young should prepare to seek their fortunes in this golden age. It is silly to moan that properties and cars are going out of their reach. They will never be out of reach of those who seize their opportunities. Of course those on profit sharing schemes and stock options will do better than those on salaries. But even those on salaries will have their salaries double in the next 10 years of high growth. The big winners will be those who find a vein of gold and dig it out. But you have to work to find it and dig it out. Those who bemuse and befuddle themselves into believing the great opportunities are already behind them will regret it when they see their more discerning and perceptive contemporaries prosper.

Over the past two centuries, our nation has moved from being an agricultural economy, to a manufacturing economy, to a service economy, and now to a predominantly financial economy. But our financial economy, by definition, subtracts from the value created by our productive businesses. Think about it: while the owners of business enjoy the dividend yields and earnings growth that our capitalistic system creates, those who play in the financial markets capture those investment gains only after the costs of financial intermediation are deducted. Thus, while investing in American business is a winner's game, beating the stock market before those costs is a zero-sum game. But after intermediation costs are deducted, beating the market—for all of us as a group—becomes a loser's game.

I will start by stating the obvious. No one here questions whether development is desirable. No one questions the inherent need to save lives and help others by giving. However, I believe that we need to rethink the ways in which we help others. We need to give from the perspective of empowering the recipient, instead of making them dependent on us.

We also believe in straight-talking, telling it as it is, using simple language that people understand, telling people about the downsides as well as the potential upsides, and even telling the bad news that no one wants to utter, like our lack of belief in the sustainability of the Icelandic financial sector that already we had months before the collapse hit us.