Senior management needs to visit frontline operations to understand the real reasons behind financial results. Numbers do not lie, but their background depends on local culture, people, equipment, and history. Direct dialogue with frontline teams improves decision‑making accuracy and organizational alignment.

This article explains how kindness and strictness in management consist of two axes—interpersonal and treatment—and how different organizational preconditions shape sustainable leadership styles. It highlights why styles A and B work and how aligning expectations with reality supports stability and growth.

Global MATRIX structures often fail in Japan because LOB‑based KPIs assume dedicated teams, while Japanese subsidiaries must cover multiple businesses with limited headcount. LOB and Entity KPIs conflict, priorities collide, and workload concentrates on the local team. This is not a cultural issue but a structural mismatch in organizational design.