I don't consider that tough. I'm much harder on myself than that.
There were many factors to consider. Factor One, was that I am not Japanese. Even though I had a level of "insider trust," that is very rare for westerners, I wasn't "one of them."
Second, if you are familiar with the way Japanese companies run, hierarchy is crucial. Once you are informed that your input is not welcome, you are expected to just shut up, and fall into line. Pick up a musket, and kneel on the front row. Even if you know you are doomed, you shut up and aim.
This has caused many problems. The Fukushima disaster was exacerbated by it.
Another factor, was that I am not Marketing. "Staying in your wheelhouse" is something that is not unique to Japanese companies. The VP I mentioned was not Japanese. I was ignored, because I wasn't Marketing. I could have been an intern in Marketing, and I would have had more cred.
I should also mention, that this was the same VP, that, in the 1990s, I mentioned that digital imaging was going to dominate, gave me a lecture about how film was never going to die. He was able to reverse course, quite quickly, on that one, though. The iPhone thing was a second chance. He didn't recover from that.
And, of course, there's the old "It's not a problem, if we can't predict it 100%, ten years in advance," or "If you complain, you also need to have the solution."
That second one is a killer. Many disastrously bad "solutions" come about, because the issue had not been explored enough, when the "solution" was presented.
Sometimes, it is best to not have an answer, until you understand the question.
There were many factors to consider. Factor One, was that I am not Japanese. Even though I had a level of "insider trust," that is very rare for westerners, I wasn't "one of them."
Second, if you are familiar with the way Japanese companies run, hierarchy is crucial. Once you are informed that your input is not welcome, you are expected to just shut up, and fall into line. Pick up a musket, and kneel on the front row. Even if you know you are doomed, you shut up and aim.
This has caused many problems. The Fukushima disaster was exacerbated by it.
Another factor, was that I am not Marketing. "Staying in your wheelhouse" is something that is not unique to Japanese companies. The VP I mentioned was not Japanese. I was ignored, because I wasn't Marketing. I could have been an intern in Marketing, and I would have had more cred.
I should also mention, that this was the same VP, that, in the 1990s, I mentioned that digital imaging was going to dominate, gave me a lecture about how film was never going to die. He was able to reverse course, quite quickly, on that one, though. The iPhone thing was a second chance. He didn't recover from that.
And, of course, there's the old "It's not a problem, if we can't predict it 100%, ten years in advance," or "If you complain, you also need to have the solution."
That second one is a killer. Many disastrously bad "solutions" come about, because the issue had not been explored enough, when the "solution" was presented.
Sometimes, it is best to not have an answer, until you understand the question.