'Business School Can't Teach: The World's Most Advanced Management Science' gives courage to us working today.

"By 2020, up to 5 million jobs could be lost, primarily in developed countries."

"Approximately 65% of children about to enter elementary school now may end up working in jobs that don't currently exist."

At this year's Davos Conference, a report suggested that advances in science and technology—such as artificial intelligence (AI), robotics, and biotechnology—could bring about such a future. I'm sure I wasn't the only one who felt a vague sense of unease upon hearing this.

Around the time I was pondering this, I spotted a book in a store. Though I assumed it would be difficult, I was drawn in by its somewhat challenging title and began reading: 'Business Schools Can't Teach You: The World's Most Advanced Management Theory' (Nikkei BP).

Author Akiyoshi Iriyama worked in research and consulting at a major Japanese think tank before moving to the U.S. He then spent ten years, up until fall 2013, enrolled at two business schools, immersing himself in the study, teaching, and research of cutting-edge management science.

But is "management studies" even useful??

For business professionals juggling demanding daily tasks on the front lines, the real question is probably, "Does management theory actually help us in the real world??" That seems to be precisely what motivated the author to write this book.

The author argues we hold two major misconceptions about "business administration."

Misconception 1: Business scholars are interested in "useful things" (P.26)
Misconception 2: Business studies provides "answers" (P.32)

Personally, I found the author's perspective on Misconception 2 more convincing. Through interactions with many business professionals, the author observed that people who seek "answers or correct solutions" from management studies often feel it's "useless because they already know it" or "too abstract to apply to practical work." However, those who view "business administration as a 'framework for thinking'" use it to logically verify the merits of specific measures implemented within their company or as a compass and framework for deepening practical thinking when encountering novel insights.

When setting sail, a compass merely indicates direction; it never tells you "how to reach your destination fastest and safest." (Omitted) So, is a compass unnecessary for navigation? Quite the opposite. Precisely because you have a compass, it becomes the axis for determining your route. Building upon that, by reading the wind, the tides, and the weather, it helps you find what seems to be the best direction for your journey. (P.37)

The "Playboy" and the "Backroom Dealer" are the ultimate power duo.

You might be convinced by the compass analogy, but still worry, "It's a management book, so it must be hard to read..." Fear not. Just glance at the table of contents. I'll pick out a few chapters that stood out to me when I compared them to my own daily practical experience.

Chapter 7: The "Playboy" and the "Backroom Dealer" Make the Strongest Team
Chapter 8: The "Smoking Room" is Essential for Enhancing an Organization's Learning Capacity
Chapter 9: Brainstorming Sessions Are Actually Inefficient for Generating Ideas!
Chapter 11: Only Three Companies in Japan Are Truly "Global"
Chapter 14: What It Takes to Be a "Capable Woman" in a Male-Dominated Workplace
Chapter 16: The "Speech Style" Shared by Successful Leaders
Chapter 20: What Japan Needs to Revitalize Entrepreneurship (2): A "Side Hustle Paradise" for Salarymen
(P.6-9)

In this book, "chara-otoko" refers to people with agile footwork who actively participate in cross-industry networking events and study groups, or proactively distribute business cards to expand their networks. However, merely being a "chara-otoko" isn't enough to realize ideas like pitching within the company. The argument is that recognizing the difference between "innovation" and "creativity" as goal versus process reveals what Japanese companies need today to boost organizational creativity: a combination of the "chara-o"—who possesses many "weak ties" connections conducive to creativity through novel knowledge combinations—and the "groundwork-laying old-timer" (discerning boss)—who holds many "strong ties" internal connections essential for realizing ideas.
Personally, I strive to value relationships—whether "weak ties" inside or outside the company—and maintain an open attitude toward new encounters while tackling daily tasks. So, I strongly recommend this book to team members who occasionally tease me about being "charming" (laugh).

These titles, perhaps deliberately catchy, don't disappoint expectations because they all represent "business principles that may be close to truth." These principles were derived by management scholars through statistical analysis of hundreds or thousands of corporate data points, human experiments, and computer simulations. For the details of each, I encourage you to pick up the book.

To survive the uncertain future ahead

In the final Chapter 21, the book introduces a paper by Harvard's Professor Christensen, famous for "The Innovator's Dilemma." Personally, I felt this chapter served as a perfect summary for the entire book and really clicked for me, so I'd like to share it here. Based on interviews with 22 star entrepreneurs, including Jeff Bezos (Amazon), Michael Dell (Dell Computer), and Herb Kelleher (Southwest Airlines), the professor argues their thinking patterns can be summarized into four key traits:

(1) Questioning: An attitude of constantly questioning the status quo
(2) Observing: A thinking pattern of thoroughly and persistently observing things that interest them
(3) Experimenting: A thinking pattern of "formulating hypotheses and testing them" based on these questions and observations.
(4) Idea Networking: A thinking pattern of leveraging "the wisdom of others."
(Excerpted and partially abridged from pp. 280-281)

The fact that most of the papers introduced in this book as "cutting-edge management theory" are over two years old indicates that new knowledge like the above continues to emerge. It truly feels linked to the pace of the real business world. In the business world ahead, filled with the "speed" we feel daily in our work and the "uncertainty" reported at the Davos Forum, possessing the compass of "cutting-edge management knowledge" might be akin to having the courage to survive.