In foreign-owned subsidiaries in Japan, the GM’s legal responsibilities often exceed what their title conveys. This article explains why title misalignment occurs, how HQ and Japan interpret roles differently, and what both sides should understand to ensure effective leadership and credibility.

This post introduces my background and explains the “So‑Yu‑Wakede” communication style often seen in Japan, where meetings end without clear decisions. I discuss how this differs from Western expectations and why it can cause misunderstandings.