Paving the Way for Creative Change and Innovation—Approaching GLOBIS' 10th Anniversary in 2002

Happy New Year!

2002 marks the 10th anniversary of the foundation of GLOBIS.

In the course of reflecting on the path we have traveled over the past 10 years, I've been thinking about what GLOBIS should focus on for the next decade.

Here is my summary of what I see as GLOBIS' first 10 years:

· 10 years of continually listening to our customers
· 10 years of placing top priority on the GLOBIS mission, vision and principles
· 10 years of constant self-innovation, self-development and continuing to challenge ourselves without giving up

I think that over the last 10 years, we have freely applied our spirit of imagination and challenge based on sound reasoning without being limited by conventional wisdom, and while playing value on a certain resonance with society, we created GLOBIS, made it grow and creatively evolved its organization.

So what have been the fruits of the last 10 years of GLOBIS? I think these can be described in terms of a decade of building business infrastructures that encompass human, capital and knowledge resources.

· Human infrastructure
GMS has had the privilege of teaching over 5,000 students in Osaka and Tokyo, and GMB has established a system for gathering and providing human resources.

· Knowledge resource infrastructure
By publishing about 20 titles of books and creating digital content for e-learning and assessment tests, we have established a system for delivering knowledge to over 300 corporate clients as well as individuals.

· Capital infrastructure
We have been able to formulate and invest a fund exceeding 20 billion yen.

One of the companies we invest in, Works Applications, has issued an initial public offering and through this success we confirmed our position as the No.1 venture capital. We have established a system for raising and investing money.

In this way, we have successfully created a structure for gathering and providing people, capital and knowledge resources. However, our vision—aiming for business change and creativity by building a high-quality business infrastructure that encompasses these three areas—is only half done. I think our challenge has only just begun.

Therefore, I have thought up the following three themes for the next decade of GLOBIS:

1. Paving a Way for Creative Change and Innovation
I think the biggest question we face over the next 10 years is whether we can use the business infrastructure we have constructed to actually effect change and creativity in society.

The previous 10 years have been merely a period of preparation.

· How many excellent leaders of change and creativity will we be able to turn out?
· How many corporations will we be able to become true partners with in promoting change?
· To how many people will we be able to provide knowledge of change and creativity?
· How many global venture corporations will we be able to generate?
· To how many people will we be able to offer a place for change and creativity?

Our frame of reference is not sheer scale; the important thing is the extent to which we achieve these goals. Although I believe the real value of these goals may be questioned over the next decade, this is what we intend to do.

2. Japan Focus, Global Entity

Japan Focus:
Our Japan Focus is about commitment to bringing change and creativity into Japanese society.

We will focus on change and creativity in Japan over the coming decade. Japan requires this GLOBIS infrastructure, and we place the highest priority on bringing change and creativity into Japanese society. In principle we are not thinking about expanding GMS, GOLGCP and GMB overseas.

Global Entity:
The name "GLOBIS" is an abbreviation of "global business." The Harvard Business School and Kleiner Perkins Caufield & Byers are local, but operate with a global mindset; it is possible to be global while having a local focus. I would like to keep this model in mind.
In a book on strategy, it is written that strategy is all about choice, and two years ago we chose not to go public and to proceed down the path of a partnership corporation.

In the same way, the path we will choose over the next 10 years is focused on Japan but is also global at the same time.

3. Toward a continually evolving organization
The last decade was spent creating GLOBIS, making it grow and creatively developing the organization. We will continue progressing as we move into the future.

We will become a continually evolving organization with a system in which outstanding human resources come together, grow, network and communicate. The following three points will be required for that:

(1) Establishing a flow of talented staff
I want to establish conditions in which GLOBIS constantly attracts a highly motivated and talented faculty and staff.

(2) A learning system that allows individuals to fully bloom
I am going to actively cultivate talent among GLOBIS staff.

(3) Delivering knowledge, enhancing our networking power
We will extend the reach of our external networking by delivering the knowledge of GLOBIS staff (through writing and so forth) and communicating the GLOBIS vision through publicity.

Closing Summary

This is how I see it: We have achieved ample results over the past 10 years, yet what we do going forward will make or break us. In this sense, the year 2002 certainly represents a year of maintaining our foundation for the next decade of GLOBIS. While thinking about the mission of GLOBIS, we want to primarily focus on Japan to continue to build a foundation and to effect change and creativity.

I want to value every company, every day, every person, one by one.

And I want to do all of this without forgetting these considerations.

I wish you all the very best for this coming year.

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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