English 
Fumiko, can you tell us about your professional background and your current role at Makana Partners?
Makana Partners has traditionally been an executive search firm focusing on recruitment and placement services for corporations and individuals. Since I joined as a partner, we have expanded our offerings beyond recruitment to provide broader human resources services tailored to the specific needs of both companies and individuals. Today, we deliver solutions such as organizational development, succession planning, assessments, leadership development, and executive coaching. My role focuses on helping clients not only attract the right talent but also develop and sustain the long-term growth of both people and organizations in a holistic and strategic manner.
Fumiko, could you share your personal journey and the experiences that shaped your career philosophy, particularly your shift toward designing the future of talent and organizations?
When I was a university student, I did not have a clear idea of what I wanted to do or what I was good at. At that time, it was still challenging for women in Japan to build a professional career based on true expertise. I believed that joining a global company would allow me to develop both English proficiency and professional specialization, and that belief led me to join the HR department at AT&T Japan. I began my career in recruitment, but as a young professional, I wanted to explore new challenges. I later transferred internally to a corporate sales position, where I learned the importance of generating revenue, engaging with clients, and taking ownership of results. This experience gave me a deeper understanding of how business operates from the front line, a perspective that became invaluable in my later HR work. After four years in sales, I transitioned into talent development, designing leadership and training programs for sales teams and engineers. This was a pivotal moment in my career, as I began focusing on how to design the future of people and organizations. I started to connect talent development with business strategy, linking human growth with corporate performance. Later, I managed HR functions in recruitment, L&D, and talent management before moving to LinkedIn, Korn Ferry, and Microsoft, where I led HR solution sales for enterprise clients. Returning from HR to sales was a significant change, but it was a deliberate choice, part of my long-term vision to strengthen my consulting, sales, and relationship-building skills in preparation for working independently. Through these experiences, I was exposed to cutting-edge HR SaaS and Generative AI technologies, which shaped my professional philosophy of consciously designing my own future.
You transitioned from a long corporate career to freelance consulting, eventually becoming a Director at Makana Partners. What motivated this strategic shift, and which experiences were most critical in preparing you for this leadership role?
I am not an employee of Makana Partners but an independent professional working in partnership with the firm. The biggest career shift for me was leaving Microsoft, a large global corporation, to establish my own independent business. Before taking that step, I spent time reflecting on what kind of work I wanted to do and what expertise I could bring to others. I envisioned creating a consulting practice focused on mid-to-senior-level career transitions, HR SaaS solutions, and talent development. Initially, I had not considered partnering with an executive search firm. The collaboration with Makana Partners began organically after a casual conversation with Yan Sen, the company’s CEO. When I mentioned that I was planning to go independent, he suggested forming a partnership, and things moved forward very quickly. Our goals aligned perfectly, his ambition to expand Makana’s business matched my experience and vision. I was also inspired by his forward-thinking mindset and curiosity about emerging technologies such as Generative AI, which he often shares publicly. The partnership felt natural from the beginning, supported by trust and shared values. Since becoming independent, I have learned that new business opportunities often emerge not from formal plans but from genuine relationships and conversations.
Across your tenure at multinational firms like Cisco, Siemens, LinkedIn, and Microsoft, what was the most significant challenge in adapting global talent strategy or HR technology to the specific cultural and structural nuances of the Japanese enterprise market?
The biggest difference between Japanese and global, particularly U.S.-based, companies lies in their governance structures. U.S. firms typically operate under centralized governance, with headquarters setting global strategy and managing operations across the United States, Europe, and Asia. Japanese companies, by contrast, tend to delegate more autonomy to local operations, which provides flexibility but can also lead to inefficiency and fragmented processes. In HR, many Japanese enterprises still lack integrated global databases and systems. Different regions often use separate tools under different contracts, resulting in duplication and inconsistency. In contrast, global firms usually consolidate HR systems, standardize tools, and evaluate new solutions based on their scalability across regions. This absence of a global perspective often leads to local optimization instead of global alignment. However, forward-thinking Japanese organizations are now addressing this challenge by adopting HR solutions that enable cross-regional collaboration. For such clients, platforms like Microsoft Viva and LinkedIn Learning have proven highly effective as globally scalable solutions that promote both integration and innovation.
Drawing on your experience selling solutions like Microsoft Viva and LinkedIn Learning, can you share a specific client success story where you significantly increased workforce engagement or L&D efficacy? What non-obvious factors drove that impact?
The services we provided at Microsoft and LinkedIn were highly innovative and forward-looking. The clients who adopted them were those eager to address business challenges through advanced HR solutions. Several key factors consistently contributed to success: innovative thinking, strong communication and influence skills, alignment between HR and business goals, and a data-driven culture open to technology adoption. One notable example involved Japan’s largest telecommunications company. Facing a decline in traditional fixed-line services, the company needed to develop a workforce capable of driving new business creation. To foster a culture of continuous learning, the organization implemented LinkedIn Learning company-wide. I supported them beyond the typical scope of implementation by reducing their administrative workload, creating tailored user and admin manuals, running detailed simulations in demo environments, and providing customized onboarding materials. I also introduced best-practice cases from other successful organizations, helping HR and business teams engage employees effectively. As a result, more than 80% of the company’s 40,000 employees actively used LinkedIn Learning, contributing to a measurable shift toward self-directed learning across the enterprise. In another case, I introduced Microsoft Viva Glint to a global enterprise dissatisfied with its legacy engagement survey tools. Most large Japanese firms expressed similar frustrations, lengthy analysis timelines, poor visualization, and limited ability to turn insights into action. I began by identifying core pain points and aligning survey objectives with the company’s strategic goals. I also helped HR leaders prepare executive presentation materials and supporting data to communicate the business value internally. By linking HR initiatives directly to management priorities and defining clear KPIs, we positioned Viva Glint as a business enabler rather than a routine HR tool. Following its global rollout, the company achieved consistent data analysis across regions, and Japan’s engagement scores improved notably compared with previous survey results. These experiences reaffirmed that success depends not only on technology but on deeply understanding business challenges, connecting them with HR strategy, and building a data-driven narrative that delivers measurable impact.
With the HR Technology market expected to reach US$111.43 billion by 2030, and Generative AI increasingly shaping talent management, what is the single most critical, ethical consideration Japanese HR departments must address as they begin to integrate GenAI into core functions?
Having worked directly in HR operations, I have seen how Generative AI can dramatically improve efficiency and productivity. However, because HR decisions directly affect people’s lives and careers, ethical considerations are essential. Fairness and transparency must be prioritized to prevent bias in AI-driven decisions. Since AI learns from historical data, it can unintentionally replicate biases related to gender, age, academic background, or nationality. Organizations must ensure they can explain the criteria used in AI-supported decisions in areas such as hiring, evaluation, and promotion. Data privacy is another critical concern. HR data often includes sensitive personal information, so companies must ensure compliance with data protection laws such as Japan’s Personal Information Protection Act and the EU’s GDPR. Ultimately, the responsible use of AI requires balancing innovation with ethics, leveraging technology while safeguarding fairness, accountability, and human trust.
Initiatives like the ‘Second Career Academy’ help mid-to-senior professionals navigate career transitions. How do you approach helping experienced professionals reinvent themselves and thrive in an evolving workplace, and what is the biggest internal barrier companies face in facilitating this?
Japan’s unique “mandatory retirement from managerial roles” system often sidelines capable professionals simply because of age. Having worked in global organizations, I found this practice counterproductive. I believe individuals with motivation and performance should continue contributing regardless of age. My approach begins with helping clients develop self-awareness, understanding their values, strengths, and career goals. I then encourage them to take on side projects or freelance work, which allows them to test their skills outside their current organizations. Through this process, they build practical competencies in self-branding, client engagement, and financial literacy. Many professionals today express interest in pursuing side work or continuing employment after retirement but are unsure where to start. I see this as an opportunity for Makana Partners to create new programs that support such transitions in an empowering and structured way.
With Baby Boomers retiring and Millennials/Gen Z forming the bulk of the workforce, how do you see these three generations working together? What are the key challenges and opportunities organizations must manage in this intergenerational mix?
At Microsoft Japan, intergenerational collaboration worked effectively because of the company’s strong emphasis on diversity, inclusion, and performance-based rewards. In Japan, older male employees have traditionally been favored, but I believe opportunities should be open to all, regardless of gender, age, or nationality. Providing equitable recognition and compensation based on performance is essential to fostering engagement across generations. At the same time, companies must support flexible working models that accommodate different life stages such as marriage, childcare, eldercare, or personal health. Employees also have a responsibility to prepare for change by continuously reskilling and leveraging technology to improve productivity. Building the ability to work effectively anytime and anywhere is now fundamental to maintaining long-term employability.
Makana Partners focuses on connecting talent and opportunities. For a new client, what are the first three steps you recommend to streamline their HR or talent processes to align them with a future-ready people strategy?
When we begin working with a new client, the first step is to understand the company’s overall business strategy and management challenges. Effective HR initiatives must be grounded in a clear understanding of what the organization aims to achieve. Once we have identified the company’s priorities, the second step is to translate business challenges into HR and talent strategies. This involves discussing topics such as leadership pipeline development, organizational restructuring, succession planning, and capability building. Together, we define the talent structure required to execute the business strategy successfully. The third step is to develop customized solutions that connect strategy to action. As an executive search firm, Makana Partners begins with recruitment, identifying and placing leaders who can drive change. However, with my partnership, we now integrate broader HR services such as organizational development, coaching, and assessment. Our goal is to deliver end-to-end, tailored support that aligns people strategy with business goals and builds a sustainable, future-ready talent ecosystem.
Finally, what single most important piece of advice would you give to young professionals aspiring to grow, lead, or redefine their careers in this era of rapid technological and organizational change?
My first advice is to learn English, regardless of industry or role. I never studied abroad and once felt insecure about my English, but working in global companies forced me to use it daily. That experience opened doors to international opportunities and expanded my worldview. Second, build your professional expertise. Even within Japan, job-based employment is becoming the norm, and specialization will increasingly define career success. Finally, stay curious and keep learning. Working in the IT industry gave me exposure to advanced technologies, which shaped my adaptability and resilience. Curiosity and a love of learning are, in my view, the true foundations of a fulfilling and sustainable career.
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