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 previous article, I mentioned that there is a gap between understanding a good strategy and creating a good strategy, and that in order to overcome this gap, it is important to do the Conscious(ISHIKI) Management that goes into creating a strategy.

In this article, I’d like to consider the premise of a good strategy as a step toward the Conscious(ISHIKI) Management when creating a strategy.

Among strategies, I would like to focus on the area of “competitive strategy” in management. In addition to competitive strategy, the concept of strategy can be used in many other areas, such as…


What would you say if you were asked, “What is a good strategy?”

There are many answers that come to mind, such as strategies that will lead to the realization of the vision, strategies that will help us win against the competition, and strategies that will make us profitable.

And what if you were asked what you consciously do to create a good strategy?

It might be difficult to answer.

There are many books on what strategy is and how to create a good strategy. Some of you may have read these books and learned from them. However, when we…


In the previous articles, I have talked about the visioning process. The following is a summary of what we have done so far.

Visioning process
(1)Start with subjective truth
(2)Focus on the gap between the natural flow of consciousness and the partiality of consciousness
(3)Develop “quests” and use one’ s intuition
(4)Co-creating visions through dialogue and mashups

This is the final part of the Visions series. As the last article in this chapter, I would like to share with you that visions have their true source in the past.

Are the visions disconnected from the present or the past?

Vision is an image of the future, so it must refer…


In the last two articles, I have talked about the visioning process. The following is a summary of what we have done so far.

Visioning process (halfway through)
(1)Start with subjective truth
(2)Focus on the gap between the natural flow of consciousness and the partiality of consciousness
(3)Develop “quests” and use one’ s intuition

In this article, I will discuss the last point in this visioning process.

The above processes (1) through (3) are individual processes, but the last point is the process of co-creation by a team based on the vision or intuition that is the basis of the…


In my last article, I talked about the first part of the visioning process: 1) starting with the subjective truth, and 2) paying attention to the gap between the natural flow of consciousness and the partiality of consciousness.

In this article, I will discuss the next part of the visioning process.

Develop “quests” and use one’ s intuition

Once we have (1) connected to the subjective truth and (2) focused on the flow and maldistribution of collective consciousness in the world, we can finally make “quests” and use our intuition to derive visions.

I use the word “quest” here as one that has the form of a…


In my last article, I talked about how we can understand the flow of the times in the world. In the VUCA era, it is becoming more and more difficult to predict the phenomena, but we can understand the flow at the level of consciousness.

How should we perceive the flow of the times?
▼ To see it as a shift in the center of gravity of consciousness on an axis with two poles.
▼ Historically speaking, it should be seen as a spiral development. …


In my last article, I introduced the approach of reinterpreting the team’s vision to answer the question, “As a team member, how do we recognize the visions we already have?” and I talked about how anyone, in any position, can set a vision.

In this article, I would like to talk about the third question that I often receive in the visioning process: “How to perceive the trends and flows of the times?”

The strength of connections among people, goods, money, and information is bringing about the age of VUCA

Have you ever heard of the butterfly effect?

Butterfly effect
A small difference in the initial conditions that makes a big difference in the result. A term in…


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. …

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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