A Revolution in the Boardroom, Japanese Style
For decades, investing in Japan felt like buying a ticket to a private club where you were not a member. Companies were run for the benefit of employees and business partners, with shareholders being a distant afterthought. That, I’m pleased to say, is changing. It’s not a sudden, dramatic conversion, mind you. This is a slow, methodical shift, done in a typically Japanese fashion.
Companies are finally untangling the web of cross-shareholdings that served little purpose beyond cementing old relationships. They are appointing independent directors who ask awkward questions. Most importantly, they are starting to return cash to the people who own the company. You know, the shareholders. Look at a giant like Toyota. It’s still a benchmark for manufacturing excellence, but it’s also learning to speak the language of capital efficiency. Or consider Sony, which has brilliantly transformed itself from a maker of televisions into a global entertainment and gaming powerhouse. These aren't flukes, they are signs of a deeper change.