The Importance of "Purpose Action" Seen in the Recruitment of a CFO Under 18

Dentsu Inc.'s cross-functional creative organization, the "Future Creative Center" (FCC), is a group of over 70 members supporting future-building domains with creativity beyond the boundaries of advertising. In this series, centered on the theme "Future × Creativity," center members discuss their upcoming initiatives.

This installment focuses on Euglena's highly publicized "Recruitment of a CFO (Chief Future Officer) Under 18." This was not a one-off project; it was a genuine case of welcoming applicants under 18 to participate in company management, generating significant buzz.

The initiative was spearheaded by FCC members Takato Akiyama and Kengo Nogami of Dentsu Inc. They view this project as an example of Euglena demonstrating its values and vision through concrete action (purpose-driven action), believing such "purpose actions" will become increasingly important. The two discussed the background of the case and the value of purpose actions.

"It's absurd to decide the future without involving those who will live it."

Akiyama: The recruitment of a CFO under 18 was a project launched in August 2019. Euglena is a company that has tackled social issues related to the environment and health through the microalgae Euglena (Japanese name: Midorimushi). However, we recruited for this new position of "CFO" specifically from individuals under 18. This wasn't just a symbolic initiative; the selected candidate was actually hired and participated in management meetings and other activities.

Nogami: There was a bit of background leading up to this initiative. Euglena is developing and introducing biofuels derived from microalgae, aiming to power airplanes with biojet fuel in the near future. The conversation began when we were consulted about promoting this initiative.

We were mainly discussing this with the company's Vice President, Akihiko Nagata. As part of those discussions, we conducted video interviews with elementary school students. Titled "Asking the Adults of the Future," it featured Nagata interviewing the children unscripted about the future of Earth in 2050. That became the catalyst for the CFO initiative, right?

Akiyama: That's right. During the interviews, a question arose: "It's strange that the people who will actually live in the future aren't participating in the discussions about deciding its future." This question became the concept for the project, leading to the creation of the CFO recruitment for those under 18.

In the first installment of this series, Noritaka Obuse, Director of the FCC Center, and advisor Yoshiki Ishikawa discussed the importance of "the core concept that forms the foundation of corporate activities." They mentioned that establishing this concept involves identifying "the norm that should be changed" and shifting towards "a new norm." The question raised by the interviews seems to directly address this point.

Nogami: The idea that "companies are for adults" is the "norm that needs changing," and we aim to transform it into a "new norm" where children also participate.

Akiyama: Yes. This powerful concept emerged, and as an action to embody it, we launched a recruitment drive for CFOs under 18. This wasn't a temporary initiative; they genuinely participate in management meetings and such. Euglena believed that unless we went that far, the future wouldn't change.

Nogami: We launched it in August 2019 and received an incredible response, far exceeding our expectations, with extensive media coverage. But what surprised us even more was the sheer number and passion of the applications we actually received from the children.

Akiyama: That was truly moving, wasn't it? (laughs) The entry requirement was submitting a 1,200-character essay, and we received applications from over 500 people. What's more, the content was of such a high level...

Nogami: Some kids were already researching environmental issues on their own, or wrote about wanting to improve oral hygiene in countries without toothbrushing culture. Ultimately, 17-year-old Anko Ozawa was selected, and she already had a history of submitting papers to academic conferences and winning awards. Besides Ms. Ozawa, eight other "Summit Members" were chosen, and they've actually been making proposals to the company, like reducing plastic, up until now.

Because the world is flooded with messages about what's right, "action" is what truly matters

Akiyama: What struck me through this case is that beyond simply "communicating" a brand's intent, purpose-driven actions like these—showing commitment through "deeds"—will become increasingly important. Why? Because right now, the world is saturated with correct information and messages; there's nothing particularly newsworthy about that. In fact, mere talk risks sounding trite. On the other hand, demonstrating through actual actions conveys sincerity and garners support. Moreover, when those actions are rooted in the company's raison d'être and essence, the message becomes even more powerful. I believe that's part of why the CFO's case received such significant coverage.

Nogami: Indeed, while corporate purpose (reason for being) is emphasized today, how that purpose translates into action is the critical threshold for societal acceptance. In that context, the importance of purpose-driven actions seems a natural progression.

Akiyama: Indeed, we're seeing more examples of companies demonstrating their purpose through actions. Take the outdoor retailer REI's ad that made waves at the 2016 Cannes Lions. In the US, there's a holiday called Black Friday (the day after Thanksgiving, the fourth Thursday in November), when many stores hold massive sales.

But on that day, REI closed its stores and sent the message: "Let's spend the holiday outdoors." I think the fact that they actually took the action of closing their stores is what makes it a purpose-driven action.

Nogami: "Easy to say," but actually taking action presents various hurdles. It's precisely because they seriously tackled this that the message carries such weight.

Akiyama: Precisely because of that, I think Euglena's execution of this initiative is truly remarkable above all else. They didn't just send a message based on their purpose; they took action. That requires resolve, and the internal and external hurdles they had to overcome are far greater than simply talking about it. Deciding to execute it despite that is truly impressive.

Nogami: That's the most crucial point in this case study. It's precisely because Euglena's genuine commitment came through in their actions that it generated so much buzz and garnered such widespread support.

Akiyama: Honestly, this project was tough to pull off. Seeing them actually try and overcome those hurdles conveys a level of commitment that words alone can't capture.

Nogami: We certainly had our share of struggles (laughs). Legal aspects, verifying the compensation system, determining liability if something happened... Precisely because of that, I believe their sincerity came through.

That said, no matter how much action you take, if it doesn't connect to the company's raison d'être or the essence of its business, it might lack persuasive power. While more companies are engaging in environmental activities and social contributions, if these efforts are misaligned with the company's purpose, are ad hoc, or make people question "Why is this company doing this?", they can elicit negative reactions.

Akiyama: In that sense, I think it's crucial to find the concept I mentioned earlier – "the norm that needs changing" and "the new norm" – as something aligned with the company's core essence. We plan to recruit CFOs again this year, and I believe it's precisely because the fundamental concept aligns with the company's essence that we can continue doing so.

Adding a "twist" to actions to amplify social impact

I also felt that the impact on society changes depending on what actions you take. Showing through action is important, but adding a twist to that action is crucial.

Nogami: In this case, it's about having individuals under 18 join the company and the power of the term "CFO," right?

Akiyama: Exactly. To reiterate, it's about finding what "should be changed." That unique perspective is crucial. The realization that "it's absurd to decide the future without those who will live it" gave this project its strength.

Furthermore, making the subsequent actions unique is also key. The CFO role and title itself was proposed during discussions with Nagata-san, and it was precisely this term that created the twist. We believe that creating such twists to strengthen a project is a core strength of creators.

Nogami: Another thought from this case is that purpose-driven actions might conversely become an opportunity to "redefine" a company's essence, raison d'être, and vision. In fact, at Euglena, we refreshed our CI (Corporate Identity), including our company logo, after the CFO project. We were involved in this process, and it was announced on August 7th. I believe that precisely because we went through the action of recruiting a CFO, Euglena's core essence and vision became much clearer. To take action, you have to clearly grasp each and every decision.

Akiyama: We've also heard that employee motivation has increased. Perhaps purpose actions also serve to redefine corporate value in this way. Moving forward, we want to increase the number of purpose action examples rooted in the company's concept and essence.

Finally, the Future Creative Center I belong to has launched a project to develop Purpose Actions. Centered around members who have themselves been involved in planning and implementing Purpose Actions, we are starting by gathering and researching examples from around the world. If you are interested, we would be delighted if you would contact us.