What's different about the workplace in Japan?

My name is Ota, and I primarily handle projects for our overseas clients.
A common concern for employees working at the Japanese branches of foreign companies is the gap between their current practices and so-called "overseas standards."
Have you ever been in a difficult situation when you were asked "Why can't we do it?" even though following Head Office' guidelines simply doesn't suit the realities of the Japanese workplace?
What NOMURA Co.,Ltd. has observed in its domestic and international projects is that the differences are not merely cultural or business practice differences. There are many fundamental differences in "assumptions" compared to Japan, such as the environment itself being created in the home country of the foreign company, as well as differences in laws and standards.

The premise on the ground is different

Commercial facilities overseas, especially in the United States, are often designed with large plots of land and ample loading/unloading space in mind, allowing materials and fixtures to be brought in in their completed form.
On the other hand, in Japan, buildings are densely packed and access routes for materials are limited, so construction processes tend to be divided into many small steps.
For example, furniture specified by Head Office of a foreign company wouldn't fit in the elevator, forcing us to disassemble and reassemble it on-site. I'm sure many people in charge have had similar experiences.
In Japanese workplaces, ingenuity is routinely employed to achieve maximum results within limited conditions, but foreign companies often fail to understand these differences in assumptions, leading to frequent misunderstandings.

Ability to understand and explain the differences

When there's a clash between Head Office' intentions and the realities of the Japanese field, simply saying "it's difficult" won't satisfy either party. What's important is being able to explain why it's necessary, drawing on the background of systems, safety standards, and operational rules.
Simply changing the wording to "By adhering to these conditions, we guarantee the quality of our work and the final product" makes a huge difference in persuasiveness.
To achieve this, it is essential to visualize the process based on concrete information such as delivery routes, schedules, and photographs.
Explain things with facts, not feelings. That's where trust is built.

Sharing differences and leading to collaboration

Interactions with Head Office of foreign companies are often dismissed with the phrase, "This is unique to Japan."
However, by carefully sharing differences and aligning conditions and intentions, we can find a mutually agreeable solution. Through the planning, design, and construction of facilities and event spaces both domestically and internationally, we have acted as "on-site translators," connecting different standards and cultures.
By clarifying the constraints at the site and organizing them in a way that can be communicated to Head Office, all stakeholders can work towards the same goal.
By understanding each other's differences, we can realize concept design and experiences intended by Head Office in a way that suits the Japanese market.

Because there are many restrictions on work sites in Japan, high quality is maintained through careful attention to detail and ingenuity.
It is important to build relationships that allow you to understand the background and communicate it accurately. It is important that all parties involved can share the same space, whether it be in the sense of "creating" or "understanding."