Thank you for your interest in this note. In this note, I would like to share the most fundamental questions that I have been exploring throughout my working life.

My own life story will be presented in another article, but I will only provide a brief biography here. I studied physics through graduate university and joined the Boston Consulting Group (“BCG”) Tokyo as a fresh graduate. Then in 2003, I started Alue Corporation, an adult education company, and listed it on Mothers Market in Japan in 2018.

Management is an integration of contradictions

Having experienced the process of physics, BCG, entrepreneurship, and public listing, for me…


In my last article, I talked about how to deal with situations in which we find it difficult to balance our inner energy and our KOKOROZASHI(aspirations) by using our true intentions and Tatemae, and by self-disclosure, without discarding our inner energy.

Some of you may have thought that all the talk about vision so far has been written with the assumption that people in leadership positions are supposed to create visions. The second question I often get when I talk about vision is as follows.

Since I am not in a leadership position, I cannot set a vision for the…


In my previous article, I discussed the connection between the cause-oriented requirements and the result-oriented requirements of a good vision, and how it is important to create a vision that satisfies the cause-oriented requirements and then express it in a way that satisfies the result-oriented requirements.

The (Cause-oriented) Requirements for a Good Vision
Connectedness with the subjective truth: Connectedness with the subjective truth of oneself and team members, drawing out their inner energy.
Not ambition, but KOKOROZASHI: Not just for oneself (ambition), but for others including oneself (KOKOROZASHI). And inner energy and KOKOROZASHI are compatible. …


In my last article, I talked about the third requirement of a good vision, which is that it implies a transformative change in consciousness. In this article, I would like to summarize the requirements for good visions that I have discussed so far, and then consider the differences between them and the “commonly accepted requirements for good visions.”

Let’s review the three requirements of a good vision that we have discussed in previous articles.

The (Cause-oriented) Requirements for a Good Vision
Connectedness with the subjective truth: Connectedness with the subjective truth of oneself and team members, drawing out their inner energy…


In my last article, I talked about one of the requirements for a good vision is “KOKOROZASHI, not ambition” and the importance of “integrating inner energy and KOKOROZASHI”

In this article, I will discuss the last point of the requirements for a good vision. This requirement is especially true for visions that have a significant impact, such as those that drive change.

The essence of good visions

Let’s consider some examples of what might be called a good vision or a good mission. Some of these examples are expressed as missions, which are purposes that a community or individual pursues in perpetuity, but for the…


In my last article, I talked about one of the requirements for a good vision: that there be a connection with the subjective truth, or to express it from another angle, that there be at least one person who will “keep trying at all costs.

In this article, I would like to continue thinking about the requirements for a good vision.

A good vision is not ambition, but KOKOROZASHI

When we are all trying to accomplish something big, we need to have a vision.

“If You Want To Go Fast, Go Alone. If You Want To Go Far, Go Together.”


In my previous article, I talked about why vision is so important now, and how in the current trend of changing relationships between individuals and organizations, vision is at the core of choosing to “go far together” and to work with consistency over the long term.

In this article, I would like to talk about what a good vision is, from the perspective of conscious awareness. …


If you were asked, “What is the vision of your organization?” How would you answer?

And what if you were asked, “What is your vision?”

Even if you have some kind of image of the future, when you are asked these questions afresh, you may not be able to answer immediately, or even if you can answer, you may be partial or not be able to express your intentions well.

Vision, in short, means “ an image of the future. Although it is a word often used in business, we don’t need it to live our lives today, and it…


In my last article, I talked about how a leader’s self-trust creates psychological safety for the team. We are now at the end of the chapter on the theme of self-trust. In this article, as the last topic of this chapter, I will discuss whether self-trust is only for the gifted or whether it can be acquired by anyone.

Is self-trust only for the fortunate?

In my previous article, I talked about how my interactions with my friend K and employee N made me realize that I have low self-trust, while my self-credit is high.

At that time, I could…


In my previous article, I talked about how self-trust fosters “horizontal relationships” with people, allowing us to be true to ourselves and others to be true to them.

In this article, I will talk about how a leader’s self-trust brings psychological safety to the team.

What is psychological safety?

The concept of psychological safety became well known in Japan when Google introduced it as an answer to the question, “What makes an effective team?”

In response to this question, Google’s research team found that what really matters is not “who is on the team” but rather “how the team works together” and concluded that…

Bunshiro OCHIAI

Founder and CEO of a training company, Alue | MS in Particle Physics. | BCG | Questing “What is the paradigm for integrating contradictions in management?”

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