Be a leader.

Alongside our ongoing series "Creativity Can Be a Weapon" (details here ), this new series explores how companies and organizations can approach fostering and discovering new creative potential. We'll be speaking with leaders managing creative operations.

"Organization" and "Creativity." We want to pit these seemingly opposing forces head-to-head. Organizations (corporations) that value discipline and profit versus creatives who freely pursue individual identity. The fusion of these two elements surely holds the key to breakthroughs. An organization is the cornerstone of business strategy. How should creativity be integrated into that strategy? We asked MD Tajima of Dentsu Inc. 1CRP Bureau.

Written by: Web Dentsu Inc. News Editorial Department

Keiji Tajima: Graduated from Keio University's Faculty of Law. Since joining Dentsu Inc., he studied under Yasumichi Oka and Takehiko Miura. Became CD in 2009 and is currently Managing Director (MD) of the 1st CR Planning Bureau. Engages not only in management but also as an ECD for clients like UNIQLO, Mitsubishi Estate, and Zespri. Passionate about golf, soccer, and rugby, and is also an avid reader and gamer.

People become people in teams

At the start of the interview, I threw a direct question at Mr. Tajima: What exactly is an organization? His response was somewhat unexpected. "The 'organization vs. creative' dichotomy is often seen as antagonistic," he said. "But I've always thought we should challenge that—or rather, that they might actually complement each other quite well." Mr. Tajima says he thinks of it more as a team than an organization. "I believe people become people through experiencing teams or units. It's the same in sports, in families, with best friends or lovers. It's precisely because there's a team that individuality can shine. No matter how talented a player is, they can't do anything alone."

It's not about "organizational theory" in the modern sense—how to make an organization function, or build something sustainable. Tajima's observation that people grow through team experiences feels fresh. With that in mind, I posed a slightly provocative question: "Knowledge sharing is gaining attention these days. But honestly, especially in creative fields, isn't there a lingering feeling of 'Why would I just give away knowledge I worked so hard to acquire?'" Tajima's response to that question will be shared later.

A leader is like a head chef

"A leader is like an executive chef or an orchestra conductor," Mr. Tajima states. "I believe a leader's role is to inspire and encourage the team." Mr. Tajima himself leads a creative collective of over 100 people. The analogy makes sense. Yet, he also notes that leaders don't need to be absolute. "For example, even in a small unit of a few people, someone inevitably becomes the leader. But in another unit, that same person might just be a teammate. This means anyone can be a leader. I believe this state of affairs becomes the driving force behind creativity."

When asked what is most important for such a leader, he responded: "I think it's how you say things. Telling people 'Work hard, just work hard to fulfill your role and earn money' won't move people."

Become Famous!

Mr. Tajima points out that the most crucial thing for anyone involved in creative work is to communicate their own thoughts themselves. "I keep telling the younger generation this, even if it might be misunderstood, using the simple phrase, 'Let's become famous!'"

I don't cook just to make money. If you create something good, interesting, wonderful—something that makes people say, 'I absolutely must try Chef So-and-so's cooking'—then business will naturally follow. That's the sentiment behind those words.
"My main goal is to give my juniors a push. To show them, 'Yes, it's okay to want to become famous.' Of course, respect for our regular customers, those around us, and the world that engages with our work is also vital. I'm not advocating for blind, self-centered individualism."

Examples of projects where Mr. Tajima served as ECD (Zespri International / Mitsubishi Estate). His direction stems not only from the desire for communication to be talked about, but also from the wish for every team member to become renowned as creators.

That sounds interesting. Go for it!

"Even with inexperienced actors, if you force them onto the stage, they can still achieve something worthwhile," says Tashima. "It's a bit like the saying, 'Send your cute child on a journey.' The urge to protect them is strong. But if you say, 'After five years of experience, I'll let you perform. Until then, go mop the floors!' their talent will rot away. Don't you agree? So with the younger generation, I always say, 'That's interesting! Go for it!' Telling someone 'Go for it!' in this day and age takes real courage (laughs). But I'm pushing myself to remember: you can't run away from that."

By giving the staff a push, a new in-house creative unit was born. I believe it's also a leader's role to foster a positive atmosphere by encouraging challenges.

There are no right answers for a leader

When asked what the ideal leader should be like, Mr. Tajima gave another unexpected answer. "There's no right answer for a leader. It's always a process of feeling your way. That's precisely why I struggle every day, trying to get even one step closer to the right answer."
For example, at 1CRP Bureau, we started sharing a "Busy Person Map" among managers. It's a five-level system where all bureau members report their recent "busyness" level numerically. "Regarding the difficulty of knowledge sharing you mentioned at the start of the interview, I think the younger generation especially has no resistance to it. Of course, myself included. Sharing everything – worries, skills, schedules – with others is now just the norm. I truly believe that beyond such sharing lies creativity that surprises everyone. It's not the achievement of one person, but rather the team's achievement."

[Editor's Note]

At the end of the interview, I asked Mr. Tajima, "What defines a professional?" He laughed, saying, "You ask tough questions, don't you?" and gave this answer: "I think true professionals in their field all differ in the sheer amount of effort and thought they put in. It's not about talent. It's not about superficial, fleeting ideas. It's about thinking and thinking, thinking it through to the very end, and then—poof—the idea just lands."

I thought this was one answer to the creative method. Following Mr. Tajima's line of reasoning, the breakthrough always lies in how well you can share those thoroughly thought-out ideas with trusted colleagues.