Reflecting on Japan's Public Relations ―Toward a New Dimension Reconstructing PR Theory―③

Following the previous session, we welcomed Mr. Seiya Igari—known for his seminal work 'Public Relations in Japan: From the South Manchuria Railway to CSR'—as our guest. Together with Mr. Sadashige Aoki, who has proposed corporate cultural From the South Manchuria Railway to CSR." Together with Mr. Sadashige Aoki, who has proposed corporate cultural power through research on corporate communication and branding, they looked back on the history and discussed the importance of public relations as corporate communication, along with challenges and prospects for its theoretical reconstruction.

---

Trust is the Keyword for Corporate Survival

Igari: Previously, the term "strategic public relations" became a topic of discussion, but I felt that using the word "strategic" so cheaply was fundamentally disrespectful to people.

Aoki: Because people become objects to be manipulated (laughs). Strategic PR shouldn't be about the method itself; its purpose should be to genuinely convey the company's feelings and sincerity to customers and stakeholders. I feel many young people in the internet field these days struggle to grasp this, often reversing the means and the ends.

Igari: It would be ideal if both were equal, but fixating solely on effectiveness risks damaging human relationships. Ultimately, measuring effectiveness by whether it fosters genuine dialogue is crucial.

Aoki: I prefer the term "integrated" over "strategic." "Strategic" tends to focus on means and effectiveness, but to truly build mutual trust between a company and its customers, employees, or stakeholders, we need an integrated approach that unites emotional, intuitive, and spiritual elements with rational, logical, and beneficial aspects.

Inagari: Trustworthiness remains a key word. This is because the relationships in public relations fundamentally hinge on how mutual trustworthiness is cultivated.

Aoki: Japanese people, regardless of David Allen Aaker's theory, surely understood the importance of symbols like the noren curtain or signboard representing a company's trustworthiness. Yet, it feels like the weight of that understanding has somehow faded. We've become distracted by immediate concerns, and the mindset of sacrificing some profit now to ensure this business retains its social value even 100 years from now has grown weak.

Inagari: Since societal trends are slow to change, it's crucial to focus on building human groups and organizations resilient to such shifts. Yet executives, consumed by maximizing profits within global financial capitalism, seem to have forgotten the brakes. When their positions depend on quarterly results, short-sightedness becomes inevitable. But what's truly needed now is precisely that long-term perspective.

What is a Corporate Communications Officer?

Aoki: Historically, the public relations section responsible for corporate communications within companies has often been treated as something that could be done without—placed under advertising and promotion departments, general affairs divisions, or as a small section within the president's office.

Igari: There's significant variation between companies. There was a time when themes like corporate culture and social responsibility came to the fore, and corporate communications headquarters or PR headquarters took center stage. But ultimately, the view that making money is the company's primary mission prevailed, diminishing the perceived value of PR.

However, good companies maintain a keen awareness both internally and externally. For instance, while internal newsletters might once have been produced as a side project within HR, their importance is rising in some organizations. On the other hand, as paper newsletters are increasingly seen as outdated, many are switching to email. Yet, this shift often leads to employees being overwhelmed by a flood of emails.

I believe internal communications plays a critically important role. Considering today's corporate environment, communication's role has actually grown significantly, yet top management often fails to recognize this reality.

Aoki: You mentioned that companies should appoint a Corporate Communications Officer at the executive level, someone capable of integrated management.

Igari: In a sense, this role requires someone with real power and authority. Moreover, it demands someone who truly understands the importance of communication, including marketing. It's a very challenging position.

Aoki: Historically, corporate communications tended to be separated from marketing and sales, almost as if it were solely about corporate image. But now, with Twitter, Facebook, and websites, consumers can easily reach out. It's often unclear whether an issue relates to marketing or corporate reputation. I question whether the traditional, siloed communication structure can effectively handle this. Ultimately, though, it comes down to how much a company's brand value increases. Therefore, the Corporate Communications Officer should play a crucial role in overseeing communications that impact the overall value of the corporate brand.

Inagari: Realistically, I suspect very few companies actually have such a person properly positioned (laughs).

Aoki: Naturally, it also links with advertising.

Inagari: Exactly, it's integration. Moreover, information doesn't just come in through formal channels; they must be connected to the outside world in various ways. So, the person overseeing this needs to be like Superman. Furthermore, I imagine their headquarters is positioned quite close to the top, with several people below them who understand advertising or other specific areas, constantly engaged in communication year-round.

Aoki: Exactly. You can't handle it unless you're well-versed in both formal and informal, front and back. It truly is a superhuman role. Essentially, you need to build relationships where people can easily share their true feelings and the real situation, not just reports or documents. To build these relationships through public relations, you must have professional great communicators within the company. That person then develops talent, creating clones of themselves to solidify that cycle. Within Japanese companies, those struggling with poor performance likely lack true great communicators or prioritize public relations and allocate resources effectively.

Igari: I believe both the Public Relations Society and the Public Relations Association need to study communication and organizational theory more rigorously and rebuild their frameworks theoretically.

Aoki: We really need you to take the lead on this, Professor (laughs). To get anything moving, you need a face. You need a concrete symbolic figure, and you need a symbolic story with drama attached to them. Without that symbolic chain, a movement won't happen.

"Cultural Power" is the Deciding Factor

Inagari: Last June, I visited Bournemouth in England. They hold an annual conference there called the "International History of Public Relations Conference." What surprised me was that about 60 people from roughly 23 countries gathered. Shouldn't Japan's Public Relations Society also study historical aspects, not just practical matters as it has done until now?

Aoki: The paradigm of public relations that came to Japan has had an unfortunate history of being belittled.

Igari: I joined Diamond Inc. in 1957, and in 1958, I was in charge of Vance Packard's The Hidden Persuaders. The translator, Professor Shuji Hayashi of the University of Tokyo, was inspired by the book and published two books, Image and Modern Management and Corporate Image Strategy, earning him the nickname "Image Doctor." It seems to have been quite shocking to companies. Then, about four years later, Professor Hiroshi Minami and Hiroyoshi Ishikawa translated The Waste Makers, which critically depicted the mature mass consumer society in America at the time. However, for Japan at that time, it became a textbook to learn from (laughs).

Aoki: I find that deeply ironic. For instance, Drucker's first book was *The End of Economic Man*, right? It analyzes why Hitler's fascism took hold. He argues that because "freedom" and "democracy" became too integrated with economic success, when the Depression hit, the masses despaired of democracy and turned toward totalitarianism. It's strange how Drucker, who was an economic and social philosopher, somehow became the god of management studies.

Even Mr. Honda (Soichiro), Mr. Ibuka (Masaru), and Mr. Morita (Akio) weren't running their businesses to become the world's richest people. The same goes for Jobs. He loved Japan and Zen, and he always held onto a passionate desire to change the world by creating amazing products that would transform society.

I truly believe that the ultimate resource for elevating brand value and building long-term trust is cultural strength. Firmly embedding a communication culture within an organization should lead to increased productivity. However, when told to show results in a month or deliver numbers every quarter, it becomes very difficult for culture to flourish.

Inagari: Looking at corporate hiring practices, we see this short-sightedness destroying the very culture of work. Internal competition and elimination lead to organizational rigidity. In the long run, this could exhaust the nation itself.

Aoki: Professor Ikujiro Nonaka often spoke of tacit knowledge. Labor culture isn't just about formal culture; it also encompasses the accumulation of informal knowledge, know-how, and norms. Losing these elements is the real significant loss.

Inagari: Corporate culture was heavily emphasized in the 80s, but that was likely just for image enhancement. There may not have been a perspective of nurturing it together with the outside world.

Aoki: In the past, if formal business was like school lessons, after-school club activities like research groups or hobby clubs were common. Informal know-how, norms, manners, and modes—things not formal knowledge—were often passed down through drinking sessions and socializing. Unfortunately, these opportunities have dwindled now.

Igari: Culture doesn't grow solely within the office walls. It emerges from diverse interactions and rich relationships.

Aoki: Of course, corporate norms and compliance exist, so some restrictions are unavoidable. But within those boundaries, we need to focus on how to invigorate communication. Otherwise, the organization won't become dynamic.

Igari: Some companies are already considering communication productivity by using different meeting rooms depending on the time, place, and occasion. Why not start by creating more accessible spaces that encourage conversation?

Aoki: That's a good point. Thank you for today.

[End]

---

*The full text is available on the Hideo Yoshida Memorial Foundation website.