"the most important thing, I mean in Japan, for business, is to hire the right people"
"the keyword is gaining trust"
"you need to allow people to make mistakes"
"the personal relationship in Japan are extremely important"
"learn the language"
Lorenzo Scrimizzi is the President of Carpigiani Japan and an Italian executive whose career in Japan spans more than two decades across multiple industries. Originally trained as an engineer, he first arrived in Japan on a two-year assignment connected to precision equipment for the automotive sector. What began as a temporary posting evolved into a long-term career after he became captivated by Japan, changed jobs twice, married, and built his professional life in the country. After his first role in manufacturing, he moved into a startup focused on consumer accessories such as handbags and suitcases, then joined a trading company importing mainly organic food products from Italy.
He credits that trading-company period with sharpening many of his core business skills. In 2002, he was recruited to lead Carpigiani Japan during a pivotal transition from joint venture to fully owned subsidiary. A native of Bologna, where Carpigiani is a well-known company, he stepped into the CEO role at a moment that required adaptability, cultural sensitivity, and resilience. His experience reflects a rare mix of technical training, commercial pragmatism, and long-term adjustment to Japanese business expectations.
Lorenzo Scrimizzi's view of leadership in Japan is grounded less in abstract theory than in lived experience. Over twenty-six years in the country, he has learned that success is rarely determined by strategy alone. It comes instead from earning trust, reading context accurately, and building organisations around people rather than forcing people into rigid structures. His story illustrates how foreign executives in Japan often arrive thinking they are managing a market, only to discover they are really managing relationships: with staff, customers, headquarters, and the culture itself.
One of his strongest themes is recruitment. In Japan, he argues, leadership begins with hiring the right people, yet this is also one of the most difficult tasks. Foreign firms can be seduced by surface signals such as strong English ability, only to discover that language fluency does not always correlate with judgement, commitment, or execution. By contrast, some of the strongest contributors may speak little English but deeply understand the business and the customer. That insight leads to a broader principle: effective leadership in Japan requires looking beneath appearances and recognising substance.
Scrimizzi is equally candid about the challenge of engagement. He sees relatively low engagement in Japan not as a simplistic character flaw, but as a structural and cultural issue shaped by education, hierarchy, and social expectations. Japanese employees often value pride in the company and belonging to a team more strongly than many Western executives realise. If that emotional connection is weak, engagement falls. For a foreign-owned company, this becomes even more important. People need not only job security but also a reason to identify with the organisation.
His remarks on decision-making reveal a nuanced understanding of Japanese business practice. He does not portray Japan as irrationally conservative. Rather, he describes a system shaped by uncertainty avoidance, consensus, and the reluctance to step outside established boundaries. In practice, this resembles the wider logic of nemawashi and ringi-sho: before action comes alignment, and before initiative comes social permission. That can slow innovation, but it can also improve quality and internal cohesion when managed well.
What stands out most is his belief that leaders must create safety for action. If people are punished for every mistake, they will neither innovate nor surface problems early. Allowing room for error, encouraging reporting, and keeping communication channels open are central to his management approach. In that sense, his leadership style combines consistency with flexibility. He believes in clear expectations, but also in adjusting roles to fit talent. In a small organisation, that agility becomes a competitive advantage.
Ultimately, Scrimizzi presents leadership in Japan as an exercise in disciplined empathy. Language matters, but so do body language, observation, patience, and humility. The foreign executive who succeeds is neither the outsider who refuses to adapt nor the outsider who tries too hard to become Japanese. The one who succeeds is the one who remains authentic, respectful, and alert enough to understand what is really happening beneath the surface.
Q&A Summary
What makes leadership in Japan unique?
Scrimizzi sees leadership in Japan as fundamentally relational. Results depend on trust with employees, customers, and headquarters. Personal relationships carry unusual weight, and leadership cannot rely on formal authority alone. Consensus matters, and the process behind a decision can be just as important as the decision itself. In that respect, Japanese leadership environments are shaped by practices aligned with nemawashi and ringi-sho, where alignment is built carefully before action is taken.
Why do global executives struggle?
Many overseas leaders underestimate how much of Japan's business logic is cultural rather than procedural. They may assume that a capable professional will naturally speak up, take initiative, or challenge assumptions. In Japan, however, hesitation can stem from education, hierarchy, and fear of blame rather than lack of ability. Global executives also misread recruitment, overvalue English ability, or fail to appreciate how much employees want to feel proud of the company they serve.
Is Japan truly risk-averse?
Scrimizzi suggests the issue is less risk than uncertainty. Japanese organisations often display strong uncertainty avoidance: people prefer structure, clarity, and social agreement before moving. Employees may avoid stepping outside the box because mistakes carry reputational consequences. The result is not a total absence of initiative, but a higher threshold for acting without consensus. Leaders who reduce fear and normalise learning from mistakes can unlock much more initiative than stereotypes suggest.
What leadership style actually works?
His preferred style is consistent, respectful, and flexible. Employees need to know what to expect from the leader, especially in difficult moments. At the same time, roles should sometimes be adjusted to fit individual strengths rather than forcing everyone into fixed boxes. He also places strong emphasis on informal relationship-building through meals, travel, conversation, and regular one-to-one contact. In Japan, credibility grows through repeated human contact, not only through policy.
How can technology help?
Technology can support communication and visibility, especially when teams are dispersed, but Scrimizzi is careful not to overstate it. Reporting systems, regular meetings, and structured information flow help prevent problems from being hidden. In a modern context, this could expand into stronger decision intelligence, shared dashboards, and even digital twins of operations that make emerging issues visible earlier. Yet he implies that tools only work when people trust the environment enough to speak honestly.
Does language proficiency matter?
He considers language essential. Learning Japanese is not just about vocabulary; it is about understanding mentality, nuance, and the unspoken layers of communication. He also stresses body language. Japanese counterparts do not always state their true feelings directly, so leaders must read expressions, hesitation, and tone. Language proficiency therefore becomes a strategic advantage because it sharpens judgement and deepens cultural understanding.
What's the ultimate leadership lesson?
The core lesson is that trust is the true operating system of leadership in Japan. Trust with customers, trust with staff, and trust with headquarters all need to be cultivated deliberately. The leader must stay curious, remain humble, and keep learning. Even after decades in Japan, Scrimizzi believes surprise is part of the job. That mindset of continuous learning may be the most important leadership capability of all.
Author Credentials
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.
He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).
In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
