hitachi

The man who turned Hitachi around #5 – globalization of people

As well as the train business in the UK, the other case study that Takashi Kawamura, former President of Hitachi gives as a model of globalization is the data storage business, which was turned into a “solution” business rather than just selling Hitachi’s hardware. Kawamura says the person responsible for starting this change was the CEO of Hitachi Data Systems in the USA, Jack Domme. The key words which changed the business were “disaster recovery” and Domme hired people who weren’t just salesmen, but engineers, who could listen to customers and make proposals.

As well as having a strong local leader heading the UK train business and HDS, Hitachi’s China elevator business is also headed up by a Chinese President. According to Kawamura, all these businesses have switched to being “solution” oriented, to compete with IBM, Siemens and GE – this could not have been done if they were led by Japanese “sheltering under the umbrella” of Hitachi.

3 of Hitachi’s 13 board members are non-Japanese. The executive officers are still all Japanese but Kawamura thinks this needs to change too, so that non-Japanese are heading up Hitachi’s business divisions. “If our European rail business expands, then it might be better to have a British person heading up our transport systems division. If diversity advances in this way, then there will be much more lively debates and innovation, and it will be easier to undertake structural reform”

Hitachi aims to reach an operating profit of 7% (from the current 4.7%) by FY 2015, to close in on Siemens. “What is needed to be a globally excellent company is speed” says Kawamura.

From 2011, around 1000 young employees are sent out each year to work overseas for a maximum of 3 months. This is 10 times more than previously, and represents about a quarter of each cohort. Kawamura says it is done not just because Hitachi can afford it, but to show that the company is serious about globalization and also to act as a wake up call to the young employees about how much further they have to go in order to speak English or other foreign languages fluently, and to create relationships with local customers.

Around 60% go to developing countries – Kawamura says they have to survive some tough challenges, which in some cases have really changed employees’ mindsets.

There are are also top down diversity initiatives to globalize people, through the governance of the company. In 2012 Kawamura increased the number of external directors from 4 to 7 out of the 13 board members, and raised the number of non-Japanese from 1 to 3 and this year added the first foreign female board director, Cynthia Carroll, formerly of Anglo American.

“This diversity should have an impact on the mindset of our employees, but the other effect is to liven up board meetings. Japanese board meetings usually do not have much debate or discussion – the decisions have already been made at the management committee or operational committee level. And in companies like Hitachi which are very vertical, executives do not comment on other business divisions – they feel they are not qualified to criticise.

So our board meetings have become extremely “frank”, actually I feel beaten up by them – they ask why we have not reached 5% operating profit, why such elite Japanese graduates don’t seem to be very motivated, why we are so mild and not competitive. We use simultaneous interpreters in the board meetings, so the comments come bouncing out at us in real time. It’s not just criticisms, but also new business ideas come out of these meetings – new technologies we should adopt or businesses we should collaborate with. We held one of our board meetings in India, to show we were serious about tripling our business there. We are thinking to hold our board meeting somewhere in the USA this year.

George Barclay, who was CEO of 3M is actually British, and the current CEO is Swedish. Although 3M is an American company, Americans are in the minority on the board. Barclay tells me that’s normal if you want to compete globally”

It will also help with structural reform. Hitachi has just completed a global database of 300,000 personnel. This will be used for unified appraisals and global mobility of staff. Kawamura would like to see more non-Japanese in Japan, in team leader or General Manager positions. Seniority based promotion will probably come to an end.

Kawamura finishes the series by saying that he was too old to be President, which is why he handed over to Nakanishi after a year. He sees the role of Presidency as an agent – if there is proper diversity, then the company and the management will be “smart” and “aggressive” and the President does not even need to be charismatic.

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The man who turned round Hitachi #4 – globalization and the UK train business

Overseas business accounts for less than 50% of Hitachi’s Y9665 trillion revenues. Domestically Hitachi is seen as a “winner” but globalization is an urgent issue. Takashi Kawamura, current chairman and former President, points out that compared to GE or IBM or Siemens, Hitachi’s market capitalization is still very low. When he became president in 2009 he emphasized that Hitachi needed to look more like a truly global company. “There was a tendency just to compare ourselves to ourselves, so it seemed as if our performance was better, compared to the past, but this was just inward looking.”

Kawamura had experienced the strength of GE and Siemens as competitors when he was in charge of the power systems business, as did his successor as President, Hiroaki Nakanishi, when he was running the hard disk drive business in the USA, competing with the global top 1 or 2 companies. “The people working in Japan for Hitachi don’t feel this pressure, but the Japanese domestic market is shrinking, and if Hitachi does not compete in the rest of the world, it will become a loser.” This is a problem faced by many Japanese domestic giants – most of their employees are focused on the company and its DNA surviving, and globalization does not seem imperative for this, if business is going well domestically, in fact globalization might even risk the long term survival of the company.

Kawamura gives a couple of what he calls “model cases” of globalization at Hitachi – the UK rail business and the data storage business in the USA.

Hitachi competed against Siemens, Alstom and Bombardier in July 2012 to win the bid for the UK’s Intercity Express Programme – the construction and leasing of trains from 2017 for 27 years. Together with a further order this July, this represents 866 carriages, for which Hitachi has invested Y9.6bn in a factory in County Durham.

Hitachi was only known for TVs and domestic appliances in the UK, and had no history of train business in the UK at all. Kawamura says it was not enough just to keep saying that Hitachi’s technology was superb – so at their own cost, they set up their own control equipment in an old carriage and gathered data by running the train at night.

Then with the 2010 election, the new coalition government launched a spending review, and froze the awarding of the contract, so Hitachi Rail Europe made its own proposals on how to cut expenditure and this led to Hitachi regaining preferred bidder status. Kawamura believes their success was due to appointing a strong local leader, the CEO of HRE, Alistair Dormer, formerly of BAE and Alstom, who had been at Hitachi since 2003. A British sales team was put together and given a large degree of freedom too, so that they knew the local market well and were able to address any needs.

Kawamura says that Hitachi changed tack with their 2012 Mid Term Plan, to focus not just on developing countries but also matured markets like the UK, because it was felt that developed markets also had big infrastructure challenges, and this was how Hitachi could build up its strength in solution businesses.

(continued – the man who turned Hitachi around – globalization of people)

The man who turned Hitachi around #3 – trimming the three branches

“I don’t really like it myself, but there is an expression in the Hitachi group “Gosanke – the three branches” – meaning Hitachi Metals, Hitachi Cable and Hitachi Chemical” – explains Takashi Kawamura, former President of Hitachi. The expression is historical, referring to the three branches of the Shogun producing Tokugawa clan during Japan’s feudal era.

The Gosanke are the largest, and longest surviving of the listed Hitachi group companies. Kawamura caused a sensation in 2010 when he appointed Hiroaki Nakanishi as President and stayed on as Chairman, by also appointing Nobuo Mochida of Hitachi Metals as Executive Vice President. “These personnel moves are a way of showing to the outside world what my intentions are. It was the first time that someone from one of the other listed Hitachi companies had been appointed as an executive of the main Hitachi organisation. Up until there was not even much exchange of personnel even amongst ordinary employees.”

Then in 2011, Kawamura made Hideaki Takahashi, who had been an executive officer in the main Hitachi company, President of Hitachi Cable. This was also a rare occurence, and was followed by the merger of Hitachi Metals and Hitachi Cable in July of 2013. This was to signify the end of Hitachi’s vertical mindset.

“I was most concerned about reforming the main Hitachi company. As I mentioned before, it was a donburi – good businesses covering up bad…. There was no sense of responsibility to the rest of the company in each division – for example, if some entertainment budget was left towards the end of the year, then the division would try to spend it all in a mad frenzy.” So in 2009 Kawamura set up an internal company system. There are now 6 groups, with around 30 independent companies, some listed, some not, which report into the consolidated accounts. If the internal rating of a division fell, then the mothership would not lend it any more money. Kawamura also started an annual “Hitachi IR Day”. “The president of each internal company suddenly changed their spots when they realised that each year they would be accountable to investors for the targets they had set the previous year,” notes Kawamura.

(Continues – the man who turned Hitachi around – the UK rail business)

The man who turned around Hitachi part 2 – social innovation and restructuring

The first action Takashi Kawamura undertook on being appointed President of Hitachi in April 2009 was to reform the governance of the company, allowing more independence to the listed companies in the Hitachi group and also the internal companies. Some restructuring and cutting loose of certain business lines also occurred.

“But what was really important” says Kawamura, “was that we had a direction for the future”. The key phrase he devised was “Social Innovation”. Apparently some native English speakers pointed out that such a phrase did not really exist in English in the sense it was used by Hitachi – to connect social infrastructure and information technology. But as it had meaning for Hitachi, Kawamura stuck with it. “Hitachi began with motors and power systems for mining, and is strong in power plants and rail, but also IT. It was often said inside Hitachi that they wanted to be “IBM+Siemens”.

Hitachi’s two biggest independently listed companies, Hitachi Cable and Hitachi Metals, were initially resistant, saying they were not involved in social innovation, but Kawamura managed to persuade them that ultimately they were providing the foundations for social innovation businesses.

Kawamura also followed a policy of focusing on upstream and downstream, and getting rid of “midstream” businesses. For example assembly of digital components- investing in a joint venture with Mitsubishi Electric – Renesas, which then merged with NEC Electronics. The mobile phone business was spun off into a joint venture with NEC. The hard disk drive business was sold to Western Digital.

“In other words, we were taking down our shop sign as a consolidated electricals company” says Kawamura. “Actually, I wish we had done it five years earlier, then we would not have made such big losses.” As the Nikkei points out, actually Hitachi was quicker to restructure than Panasonic or Sharp.

Kawamura believes that the best time to shut down a business line is just after the peak has been attained. But he recognises this is hard to implement – there are many people who joined Hitachi in order to be in that business. But Hitachi has had 100 years of moving from one peak to another, from motors for steel making to nuclear power stations to large scale computing, to hard disk drives.

The worst time for Kawamura was having to raise capital from shareholders in 2009, when Hitachi’s shareholder equity ratio had fallen to 11.2%, Hitachi normally guarantees whatever it sells – power plant efficiency, meeting deadlines etc, but of course dividends and share prices cannot be guaranteed. The share price fell to Y200, but despite everything, our shareholders took up the offering. “This really stiffened my resolve to carry out the reforms needed at Hitachi…. that is what being the manager of a company is about” Kawamura recollects.

(Continues – Part 3 – trimming the three branches)

The man who turned Hitachi around – boiled frog, donburi and battleships

The Hitachi group of companies, estimated to be the second biggest company in Japan in terms of employees after Toyota, and 4th in terms of revenue, has turned itself around considerably since 2009, when it chalked up “the largest loss in Japanese manufacturing history” of around $8bn.

It led to the premature ousting of Kazuo Furukawa as President, replaced by Takashi Kawamura as CEO and Chairman, who at 69 was 8 years older than Furukawa and must have thought his career was in a graceful curve towards retirement, as chairman of Hitachi Maxell and Hitachi Plant Technology.

Kawamura handed over the Presidency to Hiroaki Nakanishi in 2010, and continues as Chairman. A series of articles in the Nikkei Business magazine recently describe how he turned the conglomerate around to profitability in two years.

He describes how he saw Hitachi in 2009 as a “boiled frog” whereby each division was fooled by the cosy feeling of the slowly heating water, unwilling to make radical changes until it was too late. Japanese like to stick with things as they are, he comments.

Corporate governance was not working at Hitachi in 2009 he says. All the group companies were run by an Old Boys network from the Hitachi main company. If a younger President had been appointed, and wanted to change things, it would have been difficult to persuade his seniors. As Kawamura was older than most of the other presidents, he was able to push through reforms.

He describes Hitachi as having a “donburi” style of management [donburi is a rice with toppings dish] whereby the loss making businesses were covered by the profitable ones. “Bad businesses should be brought out into the open and a judgement made as to whether they can be reformed or scrapped”. This was forced upon Hitachi by the Lehman Shock but Kawamura was also more able to do it because he had been in a subsidiary of Hitachi.

Employees used to believe Hitachi was the unsinkable battleship. It survived 2 oil shocks without much impact on its financials. Japan’s big three electrical companies – Hitachi, Toshiba and Mitsubishi Electric used to be known as the wandering samurai, the merchant and the feudal lord respectively. A wandering samurai thrives when times are good, but is not flexible about change when it’s necessary.

There was also something known as “Hitachi Time” – whereby major decisions had to take account of so many people, including Old Boys and therefore were very slow to be reached. In 2009, Hitachi was renamed the sinking battleship. Kawamura uses a story he heard about the British Navy,as a metaphor for what had happened to Hitachi. British battleships were taking on about an inch of water a year, which will caused the ships to lose speed, so in the end, they are rusted up and useless. Hitachi had made losses in 2001, 2006 and 2007 as well as in 2009. Apparently the reason the the battleships took on water is that they had become heavier every year. This was due to an accumulation of personal possessions by the staff on board. So the British Navy is now very strict about what personal items can be brought on board.

(to be continued – what Kawamura did to reform governance)

Tag: hitachi

The man who turned Hitachi around #5 – globalization of people

The man who turned round Hitachi #4 – globalization and the UK train business

The man who turned Hitachi around #3 – trimming the three branches

The man who turned around Hitachi part 2 – social innovation and restructuring

The man who turned Hitachi around – boiled frog, donburi and battleships

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