Ajinomoto Co., Inc.
I met Nakagami-san in the spring of 2019 when we were celebrating our 110th anniversary. This was when I was struggling to shift our business management strategy under a sense of crisis that our company could be gone in 10 years. I was awakened to the truth. “It is not about shifting the strategy. I resolved that it is about changing the corporate culture by bringing out the best of hidden assets which is human talent capabilities to generate true value for customers”. I discontinued the 3-year business planning which was a repetition of ramping up short term earnings. The Ajinomoto Group reform started based on paying attention to ROIC and organic growth and we are now at a crucial stage. The requests of a constructivistⓇ are extremely demanding. But their unchanging conviction that is there for sure offers a sense of comfort. I wish the day will come sooner than later when I can make them say “we want to buy Ajinomoto shares”.