In this episode, Shigeki explores why many Japanese companies still retain what he calls a “socialist view of the body.” While Japan is often seen as politically conservative, its corporate culture treats the employee’s body not as personal capital, but as part of the organization’s productive machinery. The common phrase “your body is your capital” sounds empowering, yet structurally it reinforces lifelong dependence on wage labor. By examining postwar national design, the high-growth employment model, and corporate incentives, this episode questions whether protecting your health is enough—or whether true freedom requires building assets beyond your body and labor.

This episode questions the common workplace phrase “Your body is your capital.” While health is essential, the episode explains that, from an economic perspective, the human body is not capital but the source of labor. Capital is something that can continue generating value even when you are not working, such as assets, systems, intellectual property, or brand value. The discussion also explores why this phrase is widely accepted in corporate culture and how it can unconsciously encourage people to rely only on labor. Listeners are encouraged to protect their health while also building real capital that can outlast physical effort and create long-term independence.

This episode explores why the business term “Supply Chain Management (SCM)” often turns into a buzzword or “magic spell” in corporate environments. While SCM is originally a practical framework covering procurement, manufacturing, logistics, and delivery, its broad scope makes it easy to use without concrete meaning. The episode explains how abstraction, IT integration, consulting language, and distributed responsibility contribute to this phenomenon. Through examples from food production and the automotive industry, the discussion separates real operational SCM from presentation-level SCM. Listeners will learn how to recognize when SCM is being used as a real business tool and when it is being used as empty corporate language.

This episode explores an unspoken survival strategy inside many traditional Japanese companies: showing your presence, even when you have no specific task. In these environments, performance alone is not enough. Relationships, trust, and perceived cooperation strongly influence evaluation. Visiting departments, engaging in small talk, and being visible function as “sharing existence,” not just sharing information. The episode also contrasts this with freelance and individual work, where visibility without substance creates no value. This is not about good or bad management, but about understanding cultural and institutional systems. If you work in Japan or plan to, this episode explains why “being seen” can be as important as what you produce.

In this episode, I explore the common workplace phrase “Don’t make me say the same thing twice” and what it reveals about work culture. I discuss how this mindset often prioritizes speed and immediate understanding over patience, training, and long-term employee development. Not everyone learns at the same pace, and pressure to understand instructions instantly can reduce confidence and increase mistakes. I also examine how this phrase can sometimes shift responsibility away from those giving instructions. Finally, I reflect on how independent work environments allow people to learn at their own pace. This episode is about communication, learning differences, and how workplace culture shapes employee confidence and performance.

In this episode, I explore why many Japanese salary workers who leave corporate life often choose to open soba restaurants. This is not simply about food or personal preference. It reflects deeper cultural and psychological factors. Soba represents visible craftsmanship, disciplined training, and a socially respected independence story. Many workers are attracted to the idea of creating something tangible with their hands and escaping complex corporate human relationships. However, the reality of running a soba shop is physically demanding and financially challenging. The episode explains how soba symbolizes a cultural narrative about meaningful work, independence, and dignity in Japanese society rather than just a business choice.

In this episode, I discuss why large-scale AI-driven job loss may be less likely in traditional Japanese corporations. While global discussions often focus on productivity and automation, many Japanese companies prioritize employment stability, organizational harmony, and relationship-based evaluation. I explain how workplace survival often depends not only on technical skills, but also on reading organizational culture, maintaining trust, and fitting into group dynamics. This does not mean high income or rapid promotion, but it can mean long-term employment stability. The key message is that AI risk depends on where you work. Understanding your industry and organizational culture is essential for building a realistic career strategy in the AI era.

This episode explains the practical mindset needed to survive and stay employed in traditional Japanese corporations. Instead of focusing on personal philosophy or self-expression, employees are often evaluated based on reliability, consistency, and the ability to execute instructions. The episode introduces a key concept: switching your thinking “subject.” Inside the company, think from the company’s perspective. Outside the company, think from your own market value perspective. It also discusses why visible, explainable skills are essential for long-term career security. This episode is useful for professionals working in structured organizations, people interested in Japanese corporate culture, and anyone who wants to protect their career stability in uncertain job markets.