The Three Enemies Within GLOBIS

(Edited version of an internal email sent to all employees)
A GLOBIS Group board meeting was held the other day and I received support for our business results, our future direction and many other issues. What became clear in the course of this meeting was that GLOBIS' biggest rival is not any of our competitors; we reached the conclusion that our biggest challenge is in our own internal attitudes.

I have summed up below these three "enemies" located within our inner hearts.

1) The Onset of Hubris
This means completely overestimating our own organization, losing a sense of humility and neglecting learning. By unnecessarily pushing other companies, or by excessively increasing our media exposure and making reckless comments, we end up being called to account by society. We dash ahead without considering opinions from external quarters.

GLOBIS-ism
In regard to the heart of each individual, we continually do everything we can to satisfy all our stakeholders, including our customers. We want to always put our whole heart into maintaining harmony with society, try as hard as possible to not make any enemies, and devote ourselves to cultivating alliances and good relationships with many companies. Each one of us creates a connection as a representative of GLOBIS with each and every person we encounter. And whenever we provide services to our customers, we always receive feedback and work to systematically guarantee the quality of our service.

2) The Rise of the Spendthrift
As we start to make money, we begin to believe that money itself can solve everything. This leads to such tendencies as impulsive investing, excessively expensive advertising costs, taking on new business with our heads in the clouds, and trying to headhunt talent by offering huge salaries. Employees start to become preoccupied with money, resulting in situations in which all they think about is getting rich.

GLOBIS-ism
Rather than pursuing profit and money, we essentially devote ourselves to building a solid foundation by cultivating human resources, constructing the organization and businesses, and establishing our competitive supremacy to satisfy customers and earn a favorable reputation. We believe profit will result from these efforts. And even if profit does follow, we will not spend it wildly, but will always take competitive bids, engage in the appropriate negotiations, and strive to make wise and sound decisions regarding our ongoing expenses. We will take pride in this thrifty attitude, and profits from our enterprises that are not used for profit sharing and dividends will be reinvested. Whenever we distribute profits to individuals, we must never lose sight of maintaining reliability and wisdom.

3) Neglecting a Spirit of Challenge
When we've succeeded in establishing such a foundation, we tend to feel satisfied and are tempted to rest on our laurels. Because of this, we neglect the spirit of challenge, we become bored, and talented human resources ultimately end up leaving GLOBIS. I think that this trend currently afflicts many major corporations.

GLOBIS-ism
GLOBIS sticks to its vision, builds a business infrastructure that encompasses human, capital and knowledge resources, and continues to support change and creativity. In line with our mission, we wish to remain professional entrepreneurs who perpetually create new value in society, corporations and individuals. As our name suggests, GLOBIS (derived from "global business") wishes to continue pursuing business around the globe. As long as we continue to embrace this desire, we will never reach the point in which we abandon the spirit of challenge and begin losing interest. Each and every individual who is constantly striving for self-development, maintaining a vigorous appetite for learning, reveling in new challenges, and continuing to make a place for self-realization inside or outside the organization, is like GLOBIS as a whole.

I think there are other "enemies in our hearts" lurking within GLOBIS. One is the temptation to move toward sectionalism, rather than considering the profit of the entire organization. Another is placing individual gain above that of the team. Indeed, one thing that scares me is that people who are going down the path of individualism and sectionalism could cause the entire group to collapse. I would like all GLOBIS staff to be continually vigilant by every appropriate means in preventing the GLOBIS Group from collapsing from the inside out. I intend to closely monitor my own behavior on a daily basis to avoid falling victim to any of these three internal enemies (I also expect anyone who notices any of these internal adversaries in my behavior to tell me so).

GLOBIS is headed in a good direction, so particularly now, let us watch for warning signs that might indicate even the slightest drifting at the center of our hearts. I want to always maintain this constant state of vigilance.

Mr. Yoshito Hori established GLOBIS Management School in 1992 and GLOBIS Capital Partners in 1996. In 2003, GLOBIS started its original MBA program which, in 2006, received accreditation from the Japanese Ministry of Education and gained “university” status. GLOBIS started a part-time MBA program in English in 2009 and a full-time MBA program in English in 2012.

A Harvard MBA graduate and former Sumitomo Corporation employee, Mr. Hori founded the Entrepreneurs’ Organization (EO) Japan Chapter in 1995 and became the first board member from Asia in charge of Asia Pacific region in 1996. He also served on the World Economic Forum (WEF)’s New Asian Leaders Executive Committee and Global Agenda Council on New Models of Leadership, as well as the Harvard Business School Alumni Board from 2005 to 2008. Currently, Mr. Hori is a board member of the Keizai Doyukai (Japan Association of Corporate Executives), and serves as co-chair of WEF’s Global Growth Companies.

In 2008, he launched the G1 Summit – a Japanese version of the WEF’s annual Davos forum. This led to the foundation of G1 Summit Institute in 2013, which Mr. Hori serves as Representative Director.

Just days after a huge earthquake struck northeast Japan in March 2011, Mr. Hori launched Project KIBOW to support the rebuilding of the disaster-affected areas. The following year Project KIBOW was incorporated as the KIBOW Foundation, which Mr. Hori serves as Representative Director.

An avid enthusiast of the Japanese game Go since age 40, Mr. Hori has been Director of the Nihon Ki-in (Japan Go Association) since June 2013.

Since October 2013, Mr. Hori has hosted a weekly TV program in Japan called Nippon Mirai Kaigi (Japan Future Conference). He has authored several books including Visionary Leaders who Create and Innovate Societies, Six Dimensions of Life, and My Personal Mission Statement.

Mr. Hori received his BS in Engineering from Kyoto University and his MBA from Harvard Business School.

He is an avid swimmer and enjoys spending time with his family, especially his five sons.

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