The insane training required to become a Japanese businessman | Japan with Sue Perkins - BBC
Short Summary:
This BBC documentary segment follows Sue Perkins as she observes a rigorous Japanese business training camp. The camp, established in the 70s, aims to improve the management skills of Japanese salarymen. The program emphasizes strict formality, obedience, and conformity, contrasting sharply with Western business styles. The training includes modules on greetings, vocal training, speed writing, and even singing. Success is measured by the removal of "badges of shame" throughout the course, with failure resulting in significant professional embarrassment. The program highlights the intense pressure and cultural expectations placed on Japanese businessmen, showcasing the prioritization of collective good over individual expression. Examples of successful Japanese companies like Toyota and Sony are used to illustrate the effectiveness of this system, albeit at a significant personal cost to some participants.
Detailed Summary:
The documentary focuses on a Japanese business school, a boot camp of sorts, designed to mold better managers. The program is incredibly demanding and emphasizes conformity and obedience to a degree rarely seen in Western business culture.
Section 1: Introduction and Initial Observations:
Sue Perkins introduces the training camp, highlighting its history and the overwhelmingly male participant base. She notes the underrepresentation of women in senior management roles in Japan. The first module involves introductions, forcing participants to express their feelings as managers and human beings, revealing the emotional pressure and vulnerability involved. Some participants struggle to express themselves openly due to the high stakes. The presenter notes the potential job consequences for those who fail.
Section 2: Formality and Ritual:
The program emphasizes formality and ritual in Japanese business life. Greetings and interactions are highly structured. Perkins connects this emphasis on adherence to rules and processes with the success of Japanese companies like Toyota, Honda, and Sony, contrasting it with Western business models that often prioritize individual expression and risk-taking. A key observation is the prioritization of the collective over the individual. The presenter notes that this system works, but at a cost to individual expression and personal freedom.
Section 3: Training Modules and "Badges of Shame":
The training camp involves numerous modules, including speed writing, singing, vocal training, etiquette, and a final exam. Participants receive "badges of shame" which are removed upon successful completion of each module. This system visually represents the participant's progress and the shame associated with failure. Lunch is shown as a time for the assignment of these badges.
Section 4: Graduation and Failure:
The course culminates in a graduation ceremony, where successful participants are celebrated, and those who failed are visibly distraught. The presenter observes the emotional toll on the men who failed, emphasizing their shame and humiliation. Approximately 80% of the participants fail, highlighting the difficulty of the course and the intense pressure to succeed. The presenter notes the emotional pain of witnessing the men's shame and the affirmation of their inadequacy. The successful participants are shown celebrating their achievement.
The overall documentary segment offers a critical yet insightful look at the intense pressure and cultural expectations within Japanese business culture, showcasing both the successes and the human cost of this highly structured system. The "badges of shame" serve as a powerful visual metaphor for the intense pressure and potential for humiliation within this training environment.