At Japan Consulting Office, we believe that meaningful work happens not just in boardrooms and Zoom calls, but in the conversations, shared meals, and unexpected moments that unfold when we step into new environments. Last week, I had the opportunity to do just that during a work visit to Houston and Dallas, two vibrant cities that offered not only professional insights but also personal reconnections and cultural experiences.

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I recently joined USJETAA (U.S. Japan Exchange & Teaching Alumni Association) as a corporate sponsor, and it’s already sparked a wave of reflection. The JET Program was more than just a first job, it was a turning point. My placement in rural Komatsu, nestled in Ishikawa Prefecture, gave me a front-row seat to a culture that challenged and reshaped my understanding of logic, communication, and connection.Read more by clicking below.

This past week, I had the opportunity to join an HR conference in Northampton, Massachusetts, organized by one of our valued clients: an integrated global trading and investment company with a footprint in trading, investment, solutions, and business enterprise. The setting was intimate yet dynamic, with 30 onsite participants and 20 joining online, all eager to engage in meaningful dialogue around global HR practices.

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Last week, I had the privilege of joining an inspiring event hosted by the Japan Board Diversity Network (JBDN) in San Francisco. JBDN is a nonprofit organization dedicated to advancing board diversity in Japan through education, advocacy, and global collaboration. Their mission is to increase the representation of women and other underrepresented groups on corporate boards, an effort that’s gaining momentum.

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Working in a foreign country isn’t just about language proficiency or technical skills. It’s about understanding local business etiquette, communication styles, workplace expectations, and even subtle cultural cues that can make or break professional relationships. For Japanese professionals heading to the Americas, for example, the shift from hierarchical decision-making to more individualistic and assertive work cultures can be jarring.

Without proper preparation, these cultural mismatches can lead to misunderstandings, frustration, and even failed assignments.

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In 2012, I returned to Japan to pursue an MBA, fifteen years after my first experience living here in 1997. What began as a revisit quickly became a more permanent move, deepening my connection to the country and reshaping my understanding of cross-cultural communication. After completing my studies, I joined the Deloitte Tohmatsu Group in Tokyo as, as far as I know, their first non-Japanese HR employee, stepping into a role that required navigating both global business expectations and deeply rooted local customs.

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This is the final installment in the series, and it lands at a pivotal moment.

Japan’s labor market is undergoing a quiet but significant transformation. In a recent Nikkei/Japan Center for Economic Research survey, 47 economists were asked whether the growing number of foreign residents would improve living standards for average Japanese citizens. The response was clear: an overwhelming majority, 76%, said yes. This signals not just economic optimism, but a broader shift in how Japan views the role of foreign workers in its future.

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Japan’s labor market is undergoing a quiet but powerful transformation. As the country grapples with a persistent labor shortage, companies are being forced to rethink how they attract and retain talent. One of the most visible outcomes? Wage hikes. According to a survey by Teikoku Databank covering approximately 10,000 companies, the percentage of firms planning to “improve wages” has steadily increased over the past decade. The graph shows a clear upward trend from FY2013 onward, peaking around FY2019, dipping slightly during the pandemic years, and rising again toward FY2024.

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