Reflecting on the challenges of addressing systemic issues, he notes: “Transforming people’s mindsets, creating tangible examples, and building effective systems are critical. Impact investing must go beyond mere investment activities to encompass this kind of systemic approach, which in turn will lead to the creation of an impact economy.” 36 Suyama held a variety of positions before founding Z&C that allow him to overcome the challenge of Lost in Translation . Suyama was a public servant for the Ministry of Economy, Trade and Industry (METI), worked in Venture Capital, and is now a doctoral student focusing on systems change. He explains his and Zebra’s cornerstone philosophies: “Entrepreneurship is quite important for all segments of Japan. Now, as for the entrepreneurs who actually create new companies, there are excessive expectations placed on them, given the Japanese context.” 37 Suyama adds this context: “Investors have power and money and perhaps brand equity, but they have less knowledge on the ground and the experience that comes with trial and error. That is what entrepreneurs have.” 38 Suyama is also concerned that Japan may not be ready to discuss conflict around impact among stakeholders or unexpected consequences. He explains, “I think in Japan, as of now, ‘everything goes as planned’ is still seen as a virtue or a sign of your excellence. I think that kind of stance is stronger here in Japan than other countries in the world. And so, can we act with morality and integrity? Can we acknowledge what we don’t know? Can we face and accept the unintended consequences? I think, in Japan, in the current state of affairs, we are not able to do that well.” 39 Suyama believes that once Japan can do so, n Create a better society through business growth. Maximizing revenue and profits is not the end goal; rather, they focus on addressing societal issues as the purpose of business. n Require diverse assets such as time, creativity, and community to succeed, instead of relying on a narrow-minded business strategy that could lead to short-term success. n Prioritize long-term and inclusive management strategies, working to ensure the happiness of all stakeholders over maximizing shareholder value in the short term. n Their vision is shared and consistently executed, as they balance trade-offs between diverse factors and strive to achieve specific goals. “we’ll be able to promote an impact economy.” 40 Zebra companies in Japan have four key attributes:
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Ten Years in the Making
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