Strategies for 2020 and Beyond

The decision to host the Tokyo Olympics and Paralympics holds significant meaning for every company. Precisely because we are in an era where attention to a company's social purpose is growing, using 2020 as a starting point forces us to redefine and rebuild our long-term strategies. Simultaneously, we will inevitably have to confront diversity in its many forms, regardless of country, region, race, or gender. How can we bridge the gap between brand strategies envisioning that future society and our current reality?

Strategies Shifting with the Tokyo Olympic and Paralympic Games Decision

The decision to host the Tokyo Olympic and Paralympic Games has created a very clear milestone in 2020, prompting a shift in the mindset of top management. There is a growing momentum for companies to rethink what they can do for their own organizations, not just for 2020, but for the future beyond that. Moreover, this is not merely about creating a new vision; it is about "properly executing and realizing what we can do to make this Japan better." Companies are beginning to view the hosting of the Tokyo Olympics and Paralympics as a turning point and are starting to reassess their corporate activities.

Agile companies have already taken proactive steps, such as beginning concrete planning for their 2020 initiatives the moment the Games were awarded, or reconstructing their roadmaps for 2020 and beyond. Even companies not yet at that stage are undoubtedly starting to explore what challenges they should take on for 2020.

What struck me as truly remarkable during discussions with several client companies is that they don't view the Olympics and Paralympics merely as an opportunity to sell products. A significant number of these client companies are basing their thinking on a vision of the future they aspire to, not just for 2020 but beyond. They are considering how to shape society going forward, how to expand their businesses towards that end, or how to transform themselves. It's no exaggeration to say that virtually every company is beginning to redefine and rebuild its strategy.

Underpinning this is a strong desire to "make Japan a nation we can be proud of on the world stage." While generating profits is crucial amidst diverse stakeholders, companies are also re-examining their mission and raison d'être – the fundamental purpose of their existence. What they will do to build a better society going forward has become their unwavering core principle. We, too, are renewing our commitment to respond to this aspiration. We must leverage Dentsu Inc.'s communication power to convey our clients' aspirations to the world or assist them in their transformation.

Looking at public opinion surveys conducted after the Olympic and Paralympic bid was won, there is a growing sense of expectation that Japan's presence on the world stage can be enhanced. This sense of expectation extends beyond corporations; it represents a rising, positive consciousness among the entire population, moving toward a shared dream. Particularly often heard is the sentiment: "We want to rediscover what it means to be Japanese." While social media interaction has grown, there is also a sense that genuine human connection has become somewhat diluted. I believe hosting the Olympic and Paralympic Games can be a unifying force, helping us rediscover the kindness inherent in the Japanese spirit and move toward a society that embraces and respects diversity, regardless of country, region, race, or gender.

Looking ahead, we are executing a brand rebuild.

However, I believe the celebratory mood of "It's great that Tokyo won the bid for the Olympics and Paralympics" will quickly subside. The decision to host merely signifies a major milestone has come into view. To realize the redefined corporate vision aimed at this goal, we must recognize the gap between the current state and the desired state and meticulously construct an action plan. Simply envisioning a dream won't make employees materialize it, nor will it garner empathy from society at large.

To realize visions and aspirations, employees must take ownership. This requires not only visualizing the vision but also ensuring each employee internalizes it as their personal responsibility and takes concrete actions to execute it. We must go beyond external communications like advertising. We need to make internal communication a key theme in our communication strategy. This involves aligning the company's vision with the direction of each employee's actions, clearly communicating what actions are expected, and securing their commitment. To achieve this, we must redesign our entire activity framework. Furthermore, the ideas, products, and services that employees generate while working towards the vision are precisely what can be effectively leveraged to drive external communications.

A clear vision is created and presented. Employees internalize its meaning and take action to implement it. As a result, new facts are generated and disseminated to the world. This creates a virtuous cycle.

The 2020 Tokyo Olympics and Paralympics will undoubtedly be a major turning point for us as citizens and employees. It will be a powerful force not only for society but also for each individual employee. Crucially, we must not let this momentum end in 2020. Each person must act with a strong conviction about what we should do for the future beyond 2020. To foster this mindset, I believe the scope of our communication strategy should extend beyond merely building excitement for the Olympics and Paralympics.

If we, the employees of Dentsu Inc., and the many others involved in communication work, can engage while considering how to contribute to building a better society and a Japan we can be proud of on the world stage through the power of communication, I believe that will become a tremendous force.
Next time, I would like to highlight the Paralympics as one such example.