Entrepreneur & Strategy: Debating the Future of Kyocera Philosophy

The MBA course "Entrepreneur & Strategy," taught by Professor Yuji Nagasawa, has officially begun.

In this course, "Entrepreneur & Strategy," the essence of strategy is explored from the perspective of entrepreneurs. Entrepreneurs in the startup and growth stages of their businesses face rapid changes in internal and external environments daily. They are compelled to make crucial decisions, such as whether to adapt and revise their strategies in response to these changes.

These decisions are characterized by three key features:
Tension – Critical choices often determine the company's survival.
Uncertainty – The business environment is inherently unstable.
Constraints – Resources are persistently scarce.

Through case discussions, students experience and analyze the dynamics of strategy formulation and revision, delving deeper into the core principles of strategic thinking.

On the third day of the course, students analyzed a case study on Kazuo Inamori, the founder of Kyocera and Daini Denden (now KDDI). The session began with a thorough examination of Inamori's two key management philosophies, which have significantly influenced Kyocera's long-term success.

The first philosophy, Amoeba Management, was developed by Inamori to preserve and enhance the entrepreneurial spirit of employees as the company expanded. This approach fosters productivity by dividing the organization into small, self-managed units that operate like independent "amoebas."

The second, Kyocera Philosophy, emerged from negotiations with dissatisfied employee groups. Rooted in the idea of pursuing the happiness of all employees while contributing to societal progress, this philosophy provides guidance on work ethics and life principles for employees.

Professor Yuji Nagasawa then posed critical case questions to the students:

Should the next generation of leaders uphold Inamori's philosophies?
Can Kyocera continue to thrive in the absence of its charismatic leader, who has been a key driver of innovation?
Through discussions, students explored not only what it means to be a business leader but also the kind of management philosophy they would adopt if they were to become entrepreneurs in the future. This case provided valuable insights into leadership, corporate values, and sustainability in a rapidly evolving business environment.