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Architect of Change, from Global Logistics to Sustainable Futures

Jocelyn goodjob on November 26, 2025

Interviewer: Destiny Goh Interviewee: Chika Imakita |

In this interview, Greenpac’s CEO, Chika Imakita, outlines her leadership strategy for guiding the company into its next chapter after its entrepreneurial founder. Her philosophy is one of “continuity with enhancement,” preserving Greenpac’s foundational sustainability mission while evolving its culture from a top-down model to one of collective ownership. Imakita emphasises building trust through consistent action and empathy rather than seeking a single leadership style. Her goal is to create a resilient, synchronised organisation where every employee is empowered to innovate, ensuring the company thrives by adapting its strategies to serve all stakeholders effectively.

The Architect's Foundation

Please share a little about your journey and what drives your current mission as the CEO of Greenpac?

My journey began in 1999 with an AIESEC internship at UPS, the American courier company headquartered in Atlanta. This opportunity blossomed into more than two decades with the company.

That path gave me global experience: seven years in the United States, four in Japan, and a return to Singapore, where I was then promoted to Director and ultimately served as Managing Director for Singapore and Malaysia.

After leaving UPS in 2023 for personal reasons, I began looking for new opportunities and was ultimately drawn to Greenpac for two factors.

First, I wanted to contribute my expertise to a local Singaporean company that was making a tangible, positive impact on the community. Second, Greenpac’s mission aligned perfectly with my background in logistics, operations and environmental, social and governance (ESG). The company is owned by Treïs, a family office that invests in sustainable businesses that align with its family values.

Packaging is often over-looked but has a significant impact on the supply chain, and my deep experience in this area allows me to consult intelligently with our clients, helping them improve their entire supply chain through more innovative and sustainable solutions. My current role represents the convergence of my professional history and my desire to contribute.

The transition from the previous founder’s strong entrepreneurial leadership, after over two decades represented a significant shift at Greenpac. Beyond the strategies and KPIs, what is your philosophy on leading people through such significant change?

While there is an element of continuity in our dedication and core commitment to sustainability and innovative design, the transition did necessitate a cultural and mindset shift. When an organisation has a strong, entrepreneurial founder, the culture tends to be top-down.

My leadership philosophy focuses on cultivating an organisation that operates like a fine watch, a synchronised machine where every individual takes ownership of their role. This approach has created a more agile, scalable, and robust system for Greenpac, with a team of 250 individuals across Singapore and Malaysia, as it doesn’t rely on a single central engine.

To guide the organisation on this journey, my focus has been on empowering our people. We’ve introduced new perspectives at the executive level, where 50% of our committee members are new. This signals that fresh ideas are welcome and helps cascade this new ownership mindset throughout every layer of the company. The goal is to build a culture where everyone feels empowered to act rather than waiting to be told what to do.

The goal is to build a culture where everyone feels empowered to act rather than waiting to be told what to do.​

When you moved from a company driven by operational excellence to one driven by sustainability, how does your leadership playbook differ when transformation is purpose-driven rather than more traditional market competition?

It’s crucial to understand that sustainability has always been part of Greenpac’s DNA; it wasn’t just an add-on. Our founder built this company on the ‘zero waste’ principle. This building, opened in 2012 by then-Deputy Prime Minister Tharman Shanmugaratnam, made a revolutionary statement on green manufacturing. Greenpac’s roof is entirely covered in solar panels, which produce enough energy to power 100% of our office and 50% of our operations.

Therefore, my leadership playbook isn’t about introducing a sense of purpose; it’s about honouring and building upon an already powerful foundation. This visionary commitment is a core part of our identity that we will never change. As CEO, my role is to preserve that commitment to ‘doing the right thing’ while adapting our strategies to ensure we can survive and thrive in the current environment.

Navigating the Human Element

When staff face a vast transformation, resistance is often rooted in fear of loss, such as competence status or uncertainty. How do you lead transparent communication, addressing this fear and shifting focus from loss to opportunity?

When I joined in February 2024, I sensed the natural uncertainty and anxiety that accompanies change. My first step was to provide a vision, but it was intentionally not revolutionary. It was a vision of continuity with enhancements, focused on leveraging Greenpac’s incredible foundation. Presenting something entirely different would have alienated people in the organisation; as leaders, you must balance authenticity and truth.

Secondly, you need to earn trust. When individuals assume power in management or politics, they are given a specific authority and should serve to the best of their abilities. I achieve this by showing up, listening and appreciating the team, but I also have to be firm when necessary.

My leadership philosophy isn’t a single ‘style’; it’s a commitment to serve all our stakeholders—the board, customers, suppliers, and employees. I am responsible for making the best decisions at any given time, balancing empathy with authority.

The reality is that while having a five-year plan is beneficial, true leadership during times of transformation is demonstrated through daily actions. It’s essential to show commitment to the well-being of the entire ecosystem.

Presenting something entirely different would have alienated people in the organisation; as leaders, you must balance authenticity and truth.​

How can leaders create safe forums for employee feedback?

While you can create formal events like lunches or tea sessions, they often prove to be less effective. Because of my title as CEO, ground-level employees rarely share positive or negative feedback honestly in such casual settings.

To build genuine psychological safety, it’s crucial to foster it through the everyday actions of the management team, rather than relying on a single forum or one-time event.

I focus on creating a culture of open listening at every level and ensuring that the leadership team does not operate by fear. The most important thing I can do is demonstrate that behaviour myself through how I interact with my team and receive feedback from various individuals. I also encourage my managers to engage with their direct reports. The goal is to embed open communication as a cultural trait, not a scheduled event.

When you joined Greenpac as CEO, how did you ensure all employees expressed genuine buy-in rather than passive acceptance?

Gaining genuine buy-in is a process that unfolds over time; it doesn’t happen in the first week or even the first six months. We provided the management team with formal change management training, using a model like ADKAR (awareness, desire, knowledge, ability and reinforcement) to understand the different phases people go through, similar to the stages of grief; denial and anger before acceptance.

Beyond the frameworks, the most powerful tool is consistency. You have to accept that time is a necessary ingredient.

My role is to consistently communicate our vision, mission, and its five core values: innovation, partnership, excellence, sustainability, and agility. It’s not wise to force buy-in from employees, but through consistently demonstrating my commitment and ensuring my actions align with my words, I send a clear message and gradually earn the trust that underpins true acceptance.

Through consistently demonstrating my commitment and ensuring my actions align with my words, I send a clear message and gradually earn the trust that underpins true acceptance.

How do you admit uncertainty or acknowledge mistakes while maintaining the conviction your team needs to follow you through disruption?

I view mistakes and setbacks as opportunities. Recently, we experienced a significant operational setback in Malaysia. Our first question was, “Is everyone okay?” Material things can be replaced, but our people are our most important asset. The incident has since become a powerful catalyst for change; it provided us with the opportunity to unite, reflect on our processes, and identify how we can improve to prevent a similar situation from happening again.

While I don’t welcome setbacks, I don’t see them as purely negative events. If approached with the right mindset, a negative situation can be transformed into a positive one, strengthening the team and improving the organisation.

If approached with the right mindset, a negative situation can be transformed into a positive one, strengthening the team and improving the organisation.​

What's the most common leadership behaviour that erodes trust during a change initiative, and how do you repair such things?

The most significant factor that erodes trust is a lack of empathy. Authentic leadership is about creating an environment where people can be the best versions of themselves, which requires psychological safety. I once read a book titled ‘This is How Your Marriage Ends’ by Matthew Fray. He wrote that his wife divorced him for not leaving his cup in the sink, but after digging deeper, it became clear that the divorce did not happen overnight.

His compounding actions and bad habits over the years showed her that he did not respect or value her thoughts and opinions. One example was leaving his dishes and cups in the sink despite her repeatedly reminding him.

Fray also discusses the time when his young son feared monsters hiding under his bed. His son asked him to stay with him, but he told him that monsters don’t exist and then left the room. In that moment, his son would have felt betrayed, and the next time he was afraid, he would not go to his father, who would not stand by him in his most vulnerable moment. This story stuck with me.

When leaders bring about change on a large scale without exercising empathy in the moment, we risk invalidating our employees’ concerns and emotions by dismissing their fears and uncertainties in the midst of transformation.

The truth is that employees may hesitate or refrain from sharing their ideas or concerns because they have experienced being dismissed or ignored in the past. Establishing trust and providing a safe, psychological space is more important than being ‘right’ in human interactions. As a leader, every conversation is an opportunity to either build trust through empathy or erode it by dismissing others’ perspectives.

Establishing trust and providing a safe, psychological space is often more important than being right in human interactions.​

The Mechanics of Scaling Change

In a business scale like Greenpac, how do you ensure the core transformation's narrative is consistent across all markets while tailoring it to be culturally sensitive for the diverse Asia Pacific audience?

Fortunately, we have a culturally neutral product and a dedicated, diverse team that has remained stable during the transition. Our approach to cultural sensitivity is grounded in exercising common sense and respect. We have employed many foreign workers, especially in Malaysia, and our policy has always been to maintain neutrality.

We don’t emphasise specific religious or cultural ceremonies over others because we aim to remain impartial. Instead, we focus on our shared professional goals and maintain a respectful and inclusive environment. We ensure that our core message remains consistent without alienating anyone.

Having led transformation at a global MNC and now at a purpose-driven SME like Greenpac, what can large companies learn from agile playbooks of smaller resource-constrained firms?

Large multinational corporations, with their vast resources, often become very functionally focused, which can unintentionally restrict an employee’s growth. In a smaller company like Greenpac, every individual plays multiple roles and develops various skills. This challenges employees to step out of their comfort zones, allowing them to grow in ways that benefit both them and the company.

We have numerous examples of this cross-pollination in action. For instance, our IT personnel has taken on the role of our sustainability lead, and a procurement specialist initiated our entire pricing function. We actively facilitate this by forming cross-functional committees to address key business problems.

To show Greenpac’s commitment to supporting our employees’ career development and encourage their interest to learn, we create a cross-functional committee to work on various projects yearly. This year, we have two teams who are working on improving our inventory system and another working on sustainability. At the end of the year, they would present their ideas to me, and if they succeeded, this would earn them a higher annual increment.

A sustainable model like this thrives in a smaller company because job descriptions are flexible. When employees pursue new skills or take on new projects, they will be able to see the direct impact on their roles and understand the ways they can add greater value to the company. In return, develop a sense of greater ownership. This creates a powerful incentive for growth and innovation, which is often harder to foster in a more rigid corporate structure.

When employees pursue new skills or take on new projects, they will be able to see the direct impact on their roles and understand the ways they can add greater value to the company.

The Lasting Lessons

If you were coaching a new leader to a new transformation mandate, what's one critical action they must take as an initiative in their first 90 days to set the initiative up for success?

As a fellow leader, I would advise rethinking the entire ‘first 90 days’ mentality. While being agile is important, some leaders may feel pressured to drive change and make quick decisions upon entering a new position. However, it is wise to exercise restraint.

When entering a new environment, it’s easy to identify what you perceive as wrong; however, those judgments are often colored by biases stemming from past experiences. The most critical action is not to act immediately but to first observe, listen, and deeply understand why things are the way they are. It’s important to simulate the consequences of potential changes, not just to the situation, but also to the people involved.

When bringing about transformation, it’s essential to recognise that you will also change the dynamics of the organisation and its people. Therefore, understanding these relationships is crucial.

For example, you must appreciate the hidden dynamics and the informal leaders who hold the team’s morale together due to their character and personality. Rushing to ‘fix’ things can easily disrupt something that was functioning in a way you don’t yet understand. It takes real courage and restraint to maintain the status quo until you achieve true understanding.

Leading such a team would require immense resilience. What personal strategy do you rely on to sustain your energy and resolve throughout your tenure of leadership?

I am comfortable with imperfection. Accepting my shortfalls allows me to maintain the balance and energy necessary for effective and sustainable leadership. That said, my job is to make the best possible decisions for all our stakeholders. However, at the end of the day, I am also a human being, and I accept my own limitations and move on.

If you were to leave our readers with one thought, what's the one thing leaders should stop doing as they embark on transformation?

Leaders should stop searching for a single ‘right style’ of leadership. There is no one-size-fits-all approach. The key principle should be the role itself: you are there to serve and optimise the interests of all stakeholders from shareholders, customers, suppliers, to employees.

To fulfil this responsibility, your actions should be guided by the specific needs of each situation. If that means you need to stop talking and start listening, then that is precisely what you should do.

As a CEO, some people think they work around the clock without taking breaks. How do you balance your career and your volunteering in Singapore's army?

My volunteer work in the army serves as the perfect counterbalance to my role as CEO. Before I started serving, I had to undergo Basic Military Training that was quite challenging, but that difficulty only adds to its value. It provides a complete mental shift. I particularly enjoy deployment because it’s different from my day job; instead of strategising and thinking critically, you simply follow orders, which I find to be a refreshing reset.

Additionally, this experience allows me to see a different side of Singapore and connect with individuals from various backgrounds. Since then, I have developed a profound respect for the servicemen and women.

Just imagine the intense training they undergo, honing skills with a weapon that they hope they will never need to use. The mental discipline they demonstrate is remarkable. They undertake this commitment to protect the people and the nation they love, and being a part of that instils in me a much deeper appreciation for the foundations that hold our society together.

Imakita Chika Vol 3 G Magazine

Chika Imakita

Greenpac’s CEO, Chika Imakita leads the award-winning provider of innovative and sustainable industrial packaging solutions in SEA. A keen environmentalist with over 20 years of supply chain experience, she has positioned Greenpac as an industry leader recognised for its eco-friendly designs that reduce waste and enhance efficiency.

Freedom from Routine, Spark for Motivation: How AI is Redefining the Purpose of Work

Jocelyn goodjob on August 29, 2025

Interviewers: Yuhei Kawazu, Rose Tan | Interviewee: Jin Watanabe

In this interview, we discuss digital transformation with Jin Watanabe, a consultant and solution architect specialising in leveraging automation technologies like AI, Business Intelligence, and Robotic Process Automation (RPA). He shares valuable insights on the impact of groundbreaking technology on the workplace. Alongside his work in developing innovative AI agents, Watanabe acts as a technical advisor for start-ups, emphasising the critical role of employee motivation and effective communication in fostering a culture of innovation. He envisions a future where people and automation technologies, such as AI, coexist harmoniously, empowering everyone to pursue their dreams.

Key Takeaways

  • How will AI transform the way employees work? AI will automate repetitive tasks, creating an environment where employees can focus on high-value, creative work, ultimately enhancing job satisfaction and productivity.
  • What is the most significant barrier to AI adoption in companies? The primary barriers are scattered internal data not ready for AI utilisation and the lack of a long-term vision for AI adoption. Successful implementation requires a long-term vision, the development of a data infrastructure, and an improvement in employee AI literacy, including their perspective on the technology.
  • How can leaders promote AI adoption and alleviate employee anxiety? It is crucial to communicate a clear vision for “how we will utilise AI,” release prototypes early, and actively involve employees in the improvement process to foster a sense of ownership over AI among all staff members.
  • Will AI take human jobs, and how should employees prepare? In the future, AI will likely handle almost all simple tasks. However, AI itself has no motivation. In the AI era, individuals can pursue what they truly want to do, and if they see AI as a reliable partner to achieve that, there has never been a more exciting time.
  • What can leaders do right now to embrace technology? Leaders should start by actively using AI themselves. They must communicate a clear vision for its use and implement effective measures, such as incorporating AI utilisation into evaluation metrics.
  • How will the relationship between employees and AI evolve in the next five years? From a talent perspective, AI will dramatically improve the accuracy of matching business professionals with companies. As AI takes over routine work, the value of simple “work speed” will decrease relatively, making individual motivation and creativity essential for talent.

The Origin of the Mission: To Eliminate Tedious Work

I want to inquire about your professional mission to "eliminate unfulfilling work." Can you share the experiences that inspired you to develop this mission?

Absolutely. My time as a graduate at a major manufacturing company was eye-opening. I joined the software development department and was taken aback by what I encountered. While the organisation engaged in groundbreaking projects, I noticed many colleagues were caught up in mundane tasks. They spent their days scheduling meetings, filing expense reports, creating client invoices, and circulating documents for approval. Having studied physics at university and delved into AI during graduate school, I had high expectations about the kind of work professionals would be doing. Witnessing many individuals in a large corporation bogged down by routine activities shocked me.

One significant event involved a colleague from the hardware design team. He was tasked with developing a new product prototype, which required him to sift through an extensive Excel parts list containing tens of thousands of rows to determine how many components were necessary. As a result, he found himself working late every night. Since I had some experience writing Excel macros, I used my lunch breaks to create a macro to automate this painstaking process. What once took him hours was completed in just a few minutes. I still recall how thrilled he was—not just because he was relieved of the extra hours, but also because he could now devote his time to more meaningful tasks he was passionate about, like the actual design work. This experience opened my eyes to the incredible impact of automation; it creates an environment where everyone can concentrate on what they genuinely want to pursue.

That was around 2017, just as RPA (Robotic Process Automation) emerged and “work-style reform” became a significant trend in Japan. Then, I decided to pursue a path in automation seriously, so I moved to a consulting firm with a specialised department for RPA and DX promotion. The term DX was still new, but as I worked on automating processes for various clients through trial and error, I often received direct words of gratitude like, “Thanks to you, I can go home earlier.” That direct feedback made me incredibly happy and remains a core experience for me to this day.

A Leader's Perspective: Overcoming the Hurdles of AI Adoption

Those early experiences with automation shaped your origin story. The time that technology frees up allows individuals to leave work early, enabling them to treasure moments with family or personal time, while also pursuing work they are truly passionate about. "Time" stands out as a central theme.
From the viewpoint of companies and their leaders, the effort and costs associated with implementation are major concerns. However, understanding the tangible benefits without putting them to the test can be quite challenging, making that initial leap feel like a daunting task. What guidance can you share to help overcome this initial hurdle?​

A company’s approach largely hinges on its vision, particularly how well it can adopt a medium-to-long-term perspective. If the primary focus is short-term gains, introducing new automation solutions or leveraging AI can significantly disrupt existing workflows. This shift can come with challenges, such as the initial costs of implementation and the need to adapt to new processes. For many, sticking with familiar methods is often easier than embracing drastic changes. This phenomenon isn’t unique to AI; it mirrors our collective experience when smartphones first entered the scene. Despite the promises of greater convenience, many found them daunting at first. However, given the shrinking workforce and the rapid advancement of AI, it’s essential to tackle that initial discomfort, especially when viewed through a long-term lens.

The impact of AI adoption isn’t always felt right away. For most companies, the groundwork necessary for immediate benefits, such as data preparation and employee literacy, isn’t in place yet. This journey is not just about achieving quick, easily digestible results; it is about creating a solid foundation for meaningful and sustainable outcomes in the long term. Think of it more as a strategic investment. This can be a tough pill to swallow for companies that lack the necessary stamina or resources. While noticeable changes may not occur in six months or even a year, a significant gap could emerge after three to five years. With the rapid evolution of AI expected to accelerate, companies that delay their efforts might find their business models outdated before they even realise it. It is essential to view this as more than just a one-time efficiency boost; it is foundational work paving the way for a true AI-driven future.

Once that foundation is built, catching up with new technologies, including further advances in AI, and reaping the benefits will become extremely fast. This means that in the age of AI, it is necessary to transform into an “AI-ready” company in stages.

The biggest problem in AI adoption is when company data is scattered or remains primarily in analogue, paper-based formats and is not organised correctly. No matter how much the performance of AI improves in the future, its actual value cannot be unlocked if the necessary data is unavailable. In reality, a company that has neglected digitalisation and DX will likely find that even if it suddenly introduces an AI solution or hires brilliant AI engineers, the project will fail because it cannot access the required data. The companies benefiting most from AI have painstakingly engaged in DX, including digitalisation, through trial and error.

While immediate and noticeable results from adopting AI aren’t guaranteed, how an organisation strategically frames its AI use for the medium- to long-term will be crucial for all businesses moving forward. Implementing AI often entails significant costs and transformative changes, which inherently come with risks. Conversely, choosing not to embrace AI now also carries risks as we enter the AI-driven future. This situation presents a complex challenge, as there isn’t a definitive answer, and it truly tests leaders’ visions regarding technology.

The results of AI adoption are not always immediate. Instead, it is more akin to an investment in a company's medium-to-long-term growth. To achieve true automation, it is necessary to have well-organised data that AI can utilise, and it is also crucial to foster AI literacy among employees. Right now, leaders' visions of technology are truly being tested.

AI Adoption and Adaptation: From Employee Anxiety to Assurance

It seems challenging for companies that need to prioritise short-term results to understand and execute on that long-term vision. A gap inevitably forms with the perspective on the ground: "But there are clear results right in front of us." There is definite stress on the front lines when AI is introduced. And as you mentioned, there's a need to cultivate IT literacy among employees. In your experience, how have you tackled this challenge of improving employee IT literacy?

From the employees’ point of view, the biggest question is, “Will this make my job easier?” A common mistake is to impose instructions from the outset in a one-sided manner, such as, “Data is important, so if you input it into the system correctly, we can use AI.” From the perspective of the front-line staff, if they are to change their current methods, they won’t be motivated to change their work if there isn’t a commensurate return for the effort involved. Therefore, regardless of whether it’s an AI implementation, what I prioritise most when introducing a new solution is to create a prototype or demo early and have the business users try it and experience it firsthand. By letting them get a real feel for it and think, “I’d want to use this,” we receive feedback from their perspective and collaboratively create a state where all stakeholders can see the final goal.

What I prioritise most is creating a prototype or demo at an early stage and having users try it first. By making them feel, "I'd want to use this," we create a state where the final goal is visible.

A great example is the creation of a business intelligence (BI) dashboard. What used to take hours of manual data compilation can now be visualised instantly, allowing necessary information to be shared with stakeholders at any time. We ensure that they experience this “return” firsthand. If an error occurs due to incorrect data entry, they can understand the cause and effect: “Ah, it’s not displaying correctly because I didn’t input that properly.” Establishing this understanding of “return” is crucial.

I’ve noticed a shared trait among exceptional leaders driving digital transformation. Instead of striving for perfection before a release—an approach typical of the past waterfall development model—they embrace a mindset of, “Let’s start with a prototype and involve the front-line teams from the get-go.”

This method encourages team members to take part in the project, fostering a sense of collaboration and ownership. Rather than having systems departments dictate, “We’ve built this, so please use it,” engaging front-line teams early in the development process and incorporating their feedback allows us to create something more substantial. This sense of ownership boosts development efficiency and quality, resulting in better adoption post-release and ongoing improvement efforts.

Those on the front lines have the best grasp of their work. The key isn’t about top-down imposition; it’s about merging on-the-ground realities with executives’ visions through effective communication. To achieve this, it’s vital to avoid getting bogged down in abstract discussions and involve stakeholders early by presenting them with tangible solutions.

This approach significantly improves the environment for boosting productivity, eliminating wasteful tasks, and focusing on higher-value work

Shifting gears a bit, I want to highlight something that I believe is crucial at this moment, not only from a front-line perspective but also for management: the “visualisations” of relevant information. Many companies still operate under a culture where documents are created solely for reporting. Data is pulled from various systems, compiled, and then submitted as a report to management. This process can be a significant source of stress, not just for the person putting the document together but also for the manager who requested it, who often deals with delays or has to ask for revisions.

In one automation project I worked on, I partnered with a client to develop a dashboard that visualised the project’s overall progress and ROI. Before this, creating quarterly reports was tedious, and management frequently struggled to get a real-time view of developments. By implementing this dashboard, we significantly lightened the team’s workload and allowed management to check the project’s status anytime. Consequently, we eliminated regular progress report meetings and opted for ad-hoc discussions when issues arose, allowing us to have more focused conversations with relevant stakeholders. This adjustment greatly enhanced the speed and quality of the project’s improvement cycle.

By visualising the necessary information and fostering transparency, management is no longer burdened with the question of “What’s the current situation?” or dependent on requesting report documents. I spent a lot of time early in my career creating reports just for the sake of reporting, but it is essential, both from the front-line and management perspectives, to reduce this type of work. Instead of meetings that serve only to relay information, we can focus on discussing “What should we do next?” based on that data.

We can even take it further by leveraging AI to derive insights. This enables us to conduct analyses that previously would have been outsourced to consulting firms. Now we can address, “Here’s what’s happening, and here are the recommendations based on AI analysis,” all in-house and without delay. This means the current situation is always on display, allowing stakeholders to engage in discussions around AI’s suggestions for improvements, which leads to more time spent on high-quality debates. In this way, we can redirect the time once spent on mundane tasks toward more value-added work.

Visualising data eliminates "meetings for the sake of reporting." Then, using that data and AI insights as a base, you focus the discussion on action: "What should we do next?"

In an era when AI and technology are becoming commonplace, what skill sets and mindsets should employees have, and what approach can leaders take to cultivate them?

In today’s AI-driven landscape, leaders must communicate clearly: “The definition of excellent talent has evolved.” Skills that were once highly valued, such as logical thinking and the ability to process assigned tasks quickly, are now areas where AI excels, resulting in diminished added value for those abilities. Conversely, there is a growing appreciation for individuals who can generate original ideas from scratch, a “zero-to-one” approach, even if those ideas are not fully polished. There is also value in those who can offer unconventional perspectives on issues. The capacity to ask innovative questions is becoming more vital than merely providing the correct answers. We are transitioning into a time when behaviours that might have once been discouraged for new graduates are now seen as beneficial. Without clear messaging from leadership, however, employees may feel uncertain about expectations, wondering what they need to achieve now and if they still meet standards. This uncertainty can stifle proactivity. Leaders can foster greater employee engagement and create a more conducive work environment by explicitly defining the organisation’s expectations regarding technologies like AI.

The second point concerns organisational structure. I frequently collaborate with large clients, and maintaining a sense of ownership among employees in big corporations is always a challenge. Despite efforts to flatten the organisational hierarchy, teams are essential for business operations, and the nature of large organisations tends to lead to expanded structures.

However, in this age of AI, we can expect significant changes in this framework. As AI increasingly becomes a primary workforce, the traditional hierarchical model filled with people will transform. Human roles will shift towards higher-level tasks such as planning and management, while AI will take on the execution layer.

This shift does not imply that AI will replace human workers; it suggests that organisations can maintain their workforce levels while expanding the number of teams. A future objective will be to cultivate small, elite teams composed of just a few individuals supported by multiple powerful AIs. In such a scenario, everyone will have the opportunity to step into a leadership role.

It's natural for people to question, "Can we implement this in our company? Will it be effective?" However, immediately rolling out a company-wide policy is tough. Is it more practical to start by testing it within a specific team or department?

That’s a solid approach. Start with a small team and then gradually implement the successful model across the organisation. Employees can develop a strong sense of ownership by piloting new working methods as they shift from the traditional people-based pyramid to a more AI-driven structure. Rather than merely following top-down directives, they will have a valuable partner in AI, empowering them to carve their paths and drive projects forward. This should make work increasingly enjoyable for everyone involved.

The Future of AI and Work: A Human-Centric Perspective

The evolution of AI is relentless. At the same time, there's a long-discussed concern: the fear that the rise of AI will eliminate the jobs people have traditionally done and their "place" in the workplace. What are your thoughts on this?

In today’s age of AI, I firmly believe that people should embrace a more “wilful” (wagamama) approach and genuinely pursue what they desire. Historically, especially within Japanese organisations, being viewed as “talented” meant executing assigned tasks swiftly and accurately. Suppressing one’s individuality was often regarded as a commendable trait. However, as we step into a future where AI handles many tasks, we must shift away from this restrictive mindset we have cultivated over the years.

Throughout our education and professional journeys, we have been conditioned to read the room and stifle our true desires, as if we shouldn’t pursue what genuinely excites us. It is time for a change. I have noticed a growing sense of “willfulness” within myself, not in a selfish way, but as a commitment to being true to my wishes. With AI as a reliable ally at our fingertips, my list of “I want to do this, I want to do that” keeps expanding.

When I share this perspective, I often hear people say, “I don’t have anything I want to do in particular.” However, after digging a little deeper, it becomes clear they have aspirations; they have just given up on them, thinking, “I can’t do it,” or “I shouldn’t do it.” This perspective is such a loss, especially in the age of AI, because it highlights a crucial distinction between humans and machines: unlike us, AI lacks motivation.

Motivation, our internal drive to pursue desires, is the distinctive value that belongs solely to humans. Holding on to that intrinsic motivation can be seen as “wilful.” With that in place, we can harness AI as a powerful ally to turn our aspirations into reality.

The fear surrounding job security in the face of AI often stems from the belief that “my job is to process tasks.” However, if we shift our perspective to “I will leverage AI to explore challenges I previously thought were beyond my reach, to pursue what I genuinely want,” AI transforms into an incredibly supportive partner. This change in mindset is fundamental. In this AI era, we may return to a state of pure childhood wonder and curiosity. When viewed through this lens, there has never been a more exhilarating time to be alive.

Driving DX: The Future of AI in Southeast Asia

Let's shift our attention to Southeast Asia, specifically Singapore, where we engage in business. Since you relocated to Singapore in 2024, your experience there has been relatively short. However, I'd love to hear your insights on the challenges Japanese companies face in this region concerning digital transformation and your thoughts on the prospects and expectations moving forward.

Certainly! When discussing the ability to transcend national borders, I see AI playing a vital role as a “lubricant” that fosters cooperation among countries. It can serve as a bridge, facilitating communication through language translation and enhancing mutual understanding of diverse cultures, histories, and values. As a result, advancements in this area will surely pick up speed. This is particularly true for individuals coming to Japan from abroad. Language and cultural barriers posed significant challenges in the past, but AI is set to break down these obstacles.

For instance, a common challenge in the manufacturing industry is setting up factories overseas and hiring local staff, only to face issues with employee retention. This can be hard to identify from Japan during the planning phase. However, with the assistance of AI, businesses can gain valuable insights on what to keep in mind when operating in a specific region, presented in a clear and detailed manner that considers local customs, culture, history, and values. While this information is only a starting point, it can provide crucial primary data that would have previously taken considerable time and resources.

On the flip side, when Southeast Asian entrepreneurs look to enter the Japanese market, AI can significantly streamline their preliminary research and communication with local partners, reducing the extensive effort that was once necessary and allowing them to concentrate on more pressing initiatives. I am excited about the prospect of AI serving as a helpful lubricant between nations, greatly enhancing cross-border projects and fostering collaborative relationships.

Reflecting on my own experiences, before the advent of AI, I worked on an offshore development project with engineers from India. That experience highlighted the challenges we faced in communication, frequent misunderstandings, and difficulties with coordinating responses and meetings. Additionally, we encountered cultural differences. In India, it is common for individuals to switch jobs frequently to secure salary increases, sometimes leading to distractions about future career moves while still on the job. As the saying goes, what is common sense in Japan might seem nonsensical abroad. AI has the potential to bridge these cultural and value gaps effectively. Thinking from both perspectives can significantly enhance communication between diverse teams.

A Leader's Guide: Empowerment Fostered by AI

Through our conversation today, I gained a clearer understanding of the positive effects that technology and digital transformation (DX) can have. If a leader were to take one initial step, perhaps as soon as tomorrow, to embrace technology and encourage more high-value work, what would be the best place to begin?

Leaders need to gain hands-on experience with AI before diving in. Various tools, such as ChatGPT, Claude, and Gemini, are available; it is crucial to experiment with them. However, beyond this exploration, developing a personal “philosophy” regarding AI usage is vital. There is no one-size-fits-all approach to integrating AI, so companies must thoroughly discuss “how we will utilise AI.” Suppose a tool like ChatGPT is introduced without these conversations or a guiding policy. In that case, employees may feel lost regarding how extensively they should engage with AI and the direction in which to steer their efforts.

I found it particularly intriguing that a well-known international company has included a metric in its employee evaluations for “how much AI has been utilised.” While it varies by industry, especially in white-collar environments, an employee who claims “I don’t use AI much” could be viewed as underperforming in this AI era, essentially a sign of low productivity. Incorporating AI utilisation into evaluation criteria sends a clear message: “Using AI is part of our company policy.” This motivates employees to adopt AI and reassures those passionate about it that they can pursue their interests without hesitation. Moreover, this creates a virtuous cycle where leaders gain insights from performance reviews, such as feedback on practical AI usage, which can then be disseminated throughout the organisation.

When speaking with friends who are employees, I often hear uncertainty about the extent to which they can use AI or whether it is even encouraged at their companies. So, incorporating AI utilisation into evaluation metrics is a mere call to action and a clear directive.

As another example, some companies have implemented a system for new business proposals that asks, “Have you thoroughly considered whether AI can perform this task?” Typically, when proposing a new initiative, one outlines the human resources needed to launch it. In doing so, they must justify “why this task requires human intervention instead of AI.” This approach compels proposers to first reflect on whether AI could handle the task and seek human resources only if they conclude it is challenging for AI. I believe this ongoing questioning of “Could AI do this?” can serve as valuable training for employees, enhancing their understanding of AI and boosting their literacy in this new era. Creating effective “systems” will ultimately motivate the organisation and its employees to embrace AI.

That's a valid point. Leaders must do more than experiment with AI or declare, "Let's incorporate AI." They need to integrate it firmly into the organisation as a fundamental system.

It’s not enough for leadership to make calls to action through common messages or videos. When a company establishes a concrete system, such as stating, “We will include this in our evaluation process,” it conveys its serious intent to employees.

One effective approach could be to set up a working group dedicated to ongoing discussions about AI utilisation within the organisation. For the evaluation system, in addition to assessing individual usage, we might include criteria like, “Did you share your new insights and knowledge with the team?” Given the rapid evolution of AI, it has become nearly impossible for anyone to keep up with everything on their own. This underscores the necessity for a collective effort. By evaluating individual usage and the contribution to the team’s overall productivity through knowledge sharing, we can create positive momentum and foster a synergistic learning environment.

Many factors influence how individuals feel about embracing new challenges, but it ultimately falls on leaders to cultivate that motivation and awareness, regardless of skill levels.

The Impact of People and Automation: The 5-Year Outlook for Recruitment and Talent

I'm interested in discussing the connection between "working people" and "automation." This relationship will evolve, but how might it change over the next five years?

First, in the world of recruitment and job seeking, AI is set to significantly enhance matching accuracy for job seekers and companies searching for talent. With this improvement, individuals must express their career aspirations clearly and authentically, almost as if they are being “willful” about their goals. If you hold back and rely on generic, cookie-cutter phrases to appeal to everyone, the AI will struggle to grasp your true intentions. Conversely, if you clearly state, “This is what I want to do,” even if your previous options were limited, you will find that the pool of potential matches expands considerably, allowing AI to pinpoint the best candidates for you.

Similarly, when companies provide vague job descriptions or unclear expectations, it becomes challenging for AI to understand their real intent. Clear communication is essential from both sides. With a broader range of options available, each party should confidently articulate their goals, allowing AI to handle the matching process.

As I have mentioned, while productivity is set to soar with AI, motivation remains a distinct issue because AI lacks intrinsic motivation. My vision for automation is to empower individuals who are full of ambition but may lack the resources to initiate new projects. For instance, by providing the technology of automation and AI to those who have the drive but are held back by financial constraints, we can significantly expand the capabilities of both individuals and organisations. I envisage a future where everyone feels excited to pursue their true passions.

On the other hand, no matter how quickly someone can complete tasks or how intelligent they are, the value of a person who lacks a strong motivation, which is “this is what I want to do,” may diminish. Interestingly, this shift in value is quite positive. The real challenge in the forthcoming AI era is to break away from the traditional perspective of measuring value based on task efficiency and accuracy, and instead embrace a more “willful” mindset similar to that of a child. When you have a genuine drive to pursue something and articulate that desire, AI will support you.

I initially set out on a path focused on automation. Still, my mission has evolved towards empowering individuals and organisations to achieve a state where they are truly engaged in activities that matter to them. Routine yet essential tasks can be delegated to AI, and we are approaching an era where it is acceptable but vital to chase what you genuinely want to do. Perhaps that is the only pursuit that holds real value.

The distinction between "fast workers" and "slow workers" may soon fade. With everyone able to achieve a reliable level of speed through AI, the feelings of superiority or inferiority tied to work pace will likely diminish, making it no longer a valid point of differentiation.

Yes, that concept is destined to fade away. The human qualities of charm, such as motivation, creativity, and uniqueness, will be scrutinised now. We are stepping into a time when the meaning of an “excellent person” is shifting dramatically.

As an engineer, I once considered programming skills to be crucial. However, I can now delegate many tasks to AI, including programming and testing. This lets me realise my creative ideas quickly while focusing on business domains and strategic planning. As a result, I can manage more than five projects at once. What was merely a dream five or ten years ago is a vibrant reality, and I could not be happier.

We are moving into an era where determination is encouraged, and you can pursue your passions. I would be thrilled to see a future where everyone, especially those stuck in monotonous jobs and the younger generation, can wholeheartedly enjoy chasing what truly fulfils them. I am committed to making the most of this technology called AI to help bring my dreams and those of others to life.

I genuinely believe we've stepped into a time where being "willful" is not just accepted, but encouraged. It's an age where anyone can pursue their passions and achieve their goals. The aspiration is to create a world where everyone, from those stuck in monotonous jobs to the younger generations, can wholeheartedly enjoy doing what they genuinely want, all thanks to the advancements in AI.

Jin Watanabe

Jin Watanabe​

Jin Watanabe is a consultant and solution architect specialising in business automation using AI, BI, and RPA solutions. After working as a software engineer at DENSO Corporation, he led the launch and management of Automation CoEs for numerous clients at KPMG Consulting and IBM. He graduated from Osaka University with a degree in Physics and holds a Master's degree in Information Science from the Nara Institute of Science and Technology. After becoming independent in Japan, he now serves as the representative of Autofusion Pte. Ltd. in Singapore, where he provides technical advisory services to AI ventures and supports the development and promotion of AI agents.​

Jin Watanabe’s insightful perspective offers a compelling vision for the future of work as it is nurtured alongside AI. If your company seeks to transform through AI adoption and is interested in a solution proposal, please contact him at jin.watanabe@autofusion-sg.com.

Navigating the complexities of AI adoption and DX requires a strategic partnership. Good Job Creations is committed to supporting your company on this journey and connecting you with the right talent and solutions. For questions and consultations, please contact us at enquiry@goodjobcreations.com.sg.

Building Bridges: Culture as the Foundation of Success

Jocelyn goodjob on August 20, 2025

Interviewer: Rose | Interviewee: Kimiya Shibazaki

In this inaugural issue of G exploring ‘Culture as a Catalyst,’ we examine how organisational culture shapes not just companies but the individuals within them. I sat down with Kimiya Shibazaki, who has navigated the complex waters of cross-cultural leadership for over a decade, building a Japanese recruitment firm in Singapore’s multicultural environment. Our conversation revealed how transparent communication, teamwork, and cultural understanding contributed to GJC’s success.

The foundation of GJC culture

Reflecting on your decade-plus leading GJC in Singapore's dynamic environment, what's the most significant shift you've observed in understanding what makes a workplace culture thrive? And how has GJC proactively adapted to that shift?

When I arrived in 2013, GJC already had a strong foundation, a culture built on dedication to service and a close-knit team. We met every candidate, accompanied them on their first day, and prioritised personal connection. The most significant change I’ve observed, which GJC has embraced, is moving from an internal focus on culture to a focus on external cultural awareness.

At the outset, our teamwork aimed at internal support and building a positive atmosphere. While that remains crucial, we’ve learned that a thriving culture must also be deeply attuned to the market and our clients’ evolving needs. It’s not enough to be good within our walls; we must adapt continuously to the external landscape.

This has led to a shift towards more specialised technical collaboration. It’s not just about being helpful. It’s about sharing sourcing strategies, market intelligence, and insights with clients and each other. We’ve moved from a culture of ‘caring’ to one of ‘caring and competing.’

This isn’t cutthroat; it pushes us to improve and deliver great value. Transparency is still key. Now, it focuses on sharing market insights and competitive strategies. This helps everyone stay ahead.

We’ve also cultivated an environment where we don’t criticise mistakes, what’s done is done but instead focus on what’s next. This forward-looking transparency has been fundamental to our growth.

‘We need to recognise that our assumptions might be unique to us. We shouldn't assume others understand things the same way we do, regardless of background, culture, nationality, or even gender.’

Can you elaborate on how this "don’t criticise mistakes" culture works? How do you ensure accountability without placing blame?

Navigating this process requires careful management. Rather than assigning blame for the error, we focus on minimising external repercussions.

Next, we would initiate a learning session internally, this is not an investigation. It’s important to remember that this is a facilitated dialogue, not an interrogation. It should stay objective. We acknowledge the errors that have taken place. The focus is on learning from these mistakes to prevent their recurrence. We share these errors to learn together and ensure they don’t happen again. It is a shared duty to identify solutions and implement preventive measures if necessary. It also creates a space for people to admit to and learn from mistakes.

Would your approach differ if you were introducing GJC's brand culture to new employees from different cultural backgrounds?

Not significantly.

Our hiring process thoroughly explains our culture and operational style up front. We choose candidates who share our values, no matter their nationality.

This way, we ensure a strong fit from the start. The key is not to assume cultural fit based on nationality, we look for individuals who resonate with our organisational culture. Our team members come from different backgrounds but share similar views on our core values. This helps keep our culture consistent as we grow.

During my decade at GJC, I've seen a vibrant evolution in our brand culture. Yet, it transcends mere cultural boundaries. This unique culture is a key reason I continue to thrive here. What do you think drives employees to build long careers at GJC?

The recruitment industry can indeed have a high turnover. At GJC, we’ve noticed that people stay when they feel they make a meaningful contribution. We stress our impact – the positive effect we have on candidates and clients. This resonates with our team, no matter where they come from.

This sense of purpose fosters a strong sense of belonging. We support each other, celebrate wins, and learn from setbacks. This refers to our learning and collective growth approach. We encourage teamwork across departments, which creates a very supportive and inclusive atmosphere.

The emphasis on genuine personal growth is crucial. It’s not only about climbing the corporate ladder. It’s also about being a better recruiter, leader, and person. We put a lot of resources into building technical skills and soft skills. These include communication, empathy, and problem-solving. We urge our team to own their growth. We also give them resources and mentorship to reach their goals. Many employees tell us they feel like a more confident and capable person now than when they started. That’s the true measure of retention.

Insights into leadership and talent development

At GJC, many individuals quickly move into mid-level management roles. What key advice do you have for these new leaders? They need to translate GJC's cultural values into daily actions for their teams.

My core advice, and the crucial skill, is adaptive communication. It’s about far more than just being ‘transparent’; it’s about tailoring your communication to each individual and situation while consistently reinforcing GJC’s core values.

There’s no single ‘right’ way to lead, and I encourage new managers to experiment with different approaches. Start with an authentic style, but be prepared to adjust based on feedback and results. The key is to view leadership not as a fixed set of behaviours but as a dynamic process of learning and adaptation.

However, this experimentation must be coupled with incredibly clear and consistent communication. Before implementing any changes, explain your reasoning to your team. Don’t just say, ‘We’re doing this now.’ Explain why this approach will be beneficial, what challenges you anticipate, and how it aligns with GJC’s overall goals. Invite your members to voice any concerns that they have early on.

Leadership can be isolating, particularly during tough times. That’s why I always encourage seeking support. I tell every new manager, ‘Welcome to the management team; you are not alone.’

Lean on your peers, share your struggles, and learn from their experiences. We have a strong network of leaders at GJC, and collective wisdom is invaluable. In the end, adaptive communication helps all members stay on the same path towards a common goal.

Many leaders struggle with gathering honest feedback. What methods work best for building psychological safety and promoting honest communication? How do you think culture plays a part?

Obtaining truly honest feedback poses significant challenges. Leaders must understand that it is almost impossible to get completely unfiltered answers. But, building strong relationships can narrow the gap. Remote work and flexible arrangements have made things tougher. Still, we’re in the people business, so relationships matter.

Relationships are fundamental. The COVID pandemic and flexible work have made things tougher. Still, in the people business, building relationships is key. Simple actions like having lunch or coffee together, going for dinner, or creating other informal interactions make a difference. Leaders must initiate these communications and demonstrate genuine care for team members.

Organisations can create formal feedback systems but need strong connections and trust between managers and their teams to work well. My recommendation to ‘go on the ground’ is here. Shared experiences or similar experiences naturally kick off communication and build trust. Rather than facing issues from different perspectives, you’re looking in the same direction together. It allows them to face challenges from a shared viewpoint.

Singapore’s Environment Through a Multicultural Lens

Operating a Japanese recruitment firm in multicultural Singapore presents layered challenges. Could you share an example of a cultural misunderstanding you've encountered?

The most dangerous thing in a mixed-culture environment is assumption. We all make unconscious assumptions based on our backgrounds. We need to recognise that our assumptions might be unique to us. We shouldn’t assume others understand things the same way we do, regardless of background, culture, nationality, or even gender. Even after 10 years in Singapore, I still encounter situations similar to those I faced a decade ago. I constantly remind myself: “Don’t assume.” Pay close attention to others’ reactions, and when in doubt, explain and engage in constructive communication.

Is GJC's multicultural perspective an advantage rather than a disadvantage for innovation and performance?

Absolutely. Our diverse nationalities, cultures, and thinking styles bring new ideas and highlight strengths and challenges. When we share all positive and negative perspectives, we gain a more complete understanding.

A situation that one person might view as serious and negative, another might see as an opportunity for change. Diverse perspectives can unlock unexpected possibilities.

Insights into cultural and organisational success

As we explore "Culture as a Catalyst," what's one final thought you'd like readers to take away regarding the power of culture in driving organisational success?

My advice is this: Define, articulate, and live your cultural advantage. Regardless of origin or industry, every organisation has a unique cultural strength, a ‘secret sauce’ that sets it apart. Don’t be defined by perceived limitations or industry stereotypes. Instead, identify what makes your culture uniquely valuable to employees and then relentlessly amplify that.

For many Japanese companies, myself included, this might be our emphasis on long-term growth over short-term gains, our commitment to meticulous craftsmanship and quality, or our deeply ingrained sense of collective responsibility and continuous improvement applied to processes and people. These are powerful attractors, particularly in a world increasingly craving purpose and stability. But this isn’t just about Japanese companies. It’s about any company understanding its cultural DNA.

So, don’t just write your values on a wall; demonstrate them in every hiring decision, performance review, and client interaction. Make your cultural advantage so clear and tangible that it becomes a magnet for the right talent, the people who resonate with your values and will thrive in your environment. That’s how culture becomes a true catalyst for success.

‘Define, articulate, and live your cultural advantage.’

Is GJC's multicultural perspective an advantage rather than a disadvantage for innovation and performance?

Absolutely. Our diverse nationalities, cultures, and thinking styles bring new ideas and highlight strengths and challenges. When we share all positive and negative perspectives, we gain a more complete understanding.

A situation that one person might view as serious and negative, another might see as an opportunity for change. Diverse perspectives can unlock unexpected possibilities.