NAL (New Asian Leaders) Begins—Report from Hong Kong

Every year I promise to take five days off each week during the summer, but usually my schedule quickly fills up. This year is particularly busy.

First of all was the company trip to Okinawa during the first week of August, which was fun (Refer to column; "Are Company Trips Fun?") (Japanese). I spent the second week in Karuizawa, where I held a three-day, four-night summer retreat for the Entrepreneurial Leadership Course (ENL) for which I am a lecturer, and also convened the "Keieidojyo (Management training school)" (Refer to column: "A Place to Learn and How People Grow"). (Japanese) In the afternoon of the final day of class, we had a BBQ at my mountain lodge in Karuizawa, to which ENL students and past students were invited. During the third week, Mr. Alan Patricof, partner of our venture capital business, came to Japan (Refer to column: "The Legendary Venture Capitalist"). And now in the fourth week, I am in Hong Kong on a business trip.

I am here to put together the Davos Forum's New Asian Leaders (NAL) organization, which I spoke of in a recent column (Refer to columns: "Participating in the Retreats for the Davos Forum's New Asian Leaders" and "Interview with the Korean Prime Minister") (Japanese).

After the gathering in Seoul, we decided to create the NAL executive board with a total of five principal members representing each area. The NAL skeletal framework will be created on this occasion. The first five principal members were one representative each from China, Southeast Asia, South Asia, Japan and Korea. These members would be joined by one director from the body that organizes the Davos Forum, the WEF (World Economic Forum). Together we would decide how the NAL organization would be run going forward. A meeting was to be held for this purpose, and that's why I am in Hong Kong.

I arrived on August 17 and went straight to dinner with the other members. As soon as the usual pleasantries were completed, we began deliberating over how best to run NAL. All sorts of things were discussed, starting with how to define where Asia begins and ends, and then moving on to the requirements for participant members, relationships with other Davos Forum organizations, formulation of the executive board and so on. The debate raged over Chinese food. We were at one of the most famous restaurants for Cantonese cuisine, but had no time to savor the delicious prawn dishes.

The formal discussions really began the next morning. I'll briefly describe the people who had been selected:

The representative from Southeast Asia was an Indian-Malaysian. At 18, he had started up a company with his partner and was a self-made entrepreneur. He is now 35. As a typical self-made entrepreneur, he always tends to dominate the conversation, in both a good and a bad sense.

The representative from China is an American-Chinese who was born in Hong Kong but educated in the U.S. He is currently the CTO of a division of Intel and spends more than 60% of his time in China. He is just under 40. He served as the secretary on this occasion and is responsible for summing up the discussion.

The representative from India is a second-generation representative of an Indian financial clique. He seems to be a nice young man, having been educated in India, the U.K. and the U.S. He is a vegetarian and so he skipped the Chinese dinner night. He is 37. Like many Indians, he places a lot of importance on logic, and meticulously points out grammatical issues in mission statements. He is also very vocal.

The representative from Korea is the president of a family business that mainly deals in aloe and health foods. He was educated in the U.S. from high school and went as far as completing his doctoral studies. He is fluent in English. He served as the chair for this meeting. Although he doesn't say very much, at the end of the meeting he provided a helpful summary of what everyone had said.

The director from the WEF was a German-Swiss fellow.

I was chosen as the representative from Japan. Aside from the WEF director, the group is made up of two entrepreneurs, two people from family businesses and one professional.

This meeting was particularly important because it was intended to establish the overall framework. This meant we would decide mission statements, goals and activities of the NAL, the frequency of meetings and the method for selection of members. We also decided the board members and roles, terms of office and so on. Most representatives were fluent in English (hardly surprising since English was in fact the mother tongue for most of them). It was the same with putting together the YEO organization, and, as I expected, strong idiosyncrasies of each country were demonstrated on this occasion, too. Needless to say, if you didn't actively engage in the discussion, then the very reason for your being there would come into question.

I was really pressed to think hard about how to position myself in such a group of individuals with such strong personalities. There was the Indian-Malaysian fellow who continually tried to dominate the discussion, the Indian who always had something to say, the Chinese-American with his logical approach to everything, the Swiss WEF director with power and authority, and the chairman from Korea. All of them really talked a lot. There didn't seem to be any value in restraint or taking a moment to enjoy the atmosphere. It was very high-powered.

I inevitably ended up with the role of raising questions and providing direction when the discussion swerved off on a tangent to bring it back to a conclusion. It's a little funny that when different personalities get together, each person naturally ends up playing the role in which they are strongest, as if pre-decided.

For reasons of confidentiality I can't share everything we talked about, but the discussions were extremely meaningful. We were able to set up the overall framework in one day. It is rare for a company meeting to wrap things up in such a constructive manner. When different personalities come together, they end up complementing one another. The Chinese American representative made a closing summary, and we were done. I was tired, and no wonder.

We will meet again on a retreat in October just before the World Economic Forum East Asia Economic Summit, where an official announcement regarding NAL would be made. The China Summit and then the annual meeting in Davos would be up next. We at NAL will take part at these important gatherings.

I've got a feeling that lots of interesting things lie ahead. NAL board members will serve two-year terms. I'm going to give it my best shot.

However, it's a shame I can only publicly release this column some time after the actual events. I have to backdate these columns until after everything has been officially announced, and then make it public as a column. I imagine that there are many people who are interested in NAL and Davos, so I'll continue to find a suitable time to write about it in columns.

In my Hong Kong Hotel

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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