Skip to main content

Impressions of Tokyo

I’ve just returned from a week in Tokyo. Having just recovered from the jet lag, I thought I’d share some experiences and impressions about media and technology landscape.

The first thing to say is that Tokyo is a beautiful city. It’s very clean and for the most part rather peaceful. This is helped by the nature of the traffic. Besides the ubiquitous Toyota Crown taxis, almost every other car was either a hybrid or a tiny Kei car – a glimpse into the future of European cities as fuel prices rise and taxes on gas guzzlers become ever more punitive.

Beautiful or not, this year’s earthquake has had significant effects on life in the city. Since the well publicised issues with their generation capacity began, Japan has suffered with undersupply of electricity and this is manifest in the fact that none of the offices I went to were using their air conditioning. Something I hadn’t really appreciated is that modern office blocks are so well insulated that even the body heat of those inside create stifling conditions quite rapidly if the climate control isn’t active. One of my clients have even changed the dress code from suit and tie to short sleeve shirt with no tie to improve employee efficacy in these conditions.

I think this is another example of Japanese ingenuity in problem solving. Although some things (lavatories in particular) are ludicrously over-engineered, there’s an appreciation of elegance in Japanese design, which is attractive. Probably why the iPhone was by far the most common handset I saw. Many people even had two of them – one for business, one for personal. A few people still used the traditional flip phones – principally for their cameras and mobile TV capability. It seems that women under 30 are obsessed by their morning horoscopes – available on breakfast TV and therefore on the mobile broadcast service.

On the subject of mobile, Tokyo has a curiously large amount of microwave towers and overhead cable. The locals weren’t sure what these were. My theory is that they substitute for fibre in shared ducts or price capped fibre backhaul, which I doubt NTT is forced to provide in Japan’s rather weak regulatory environment. My second favourite theory on this is that they provide resilience against fibre breakage in the event of an earthquake. Less likely since the orientation of the dishes would seem as vulnerable as a buried cable. If anyone knows, then let me know!


All in all it was a useful trip. As ever, there was much interest about western market paradigms at the media and technology companies I visited, not to mention amongst my colleagues in the Tokyo office. With a bit of luck I’ll be back there soon as I’d be very interested in seeing what the other cities are like – Tokyo was less of a culture shock than I expected. Either that or all this travelling is making me immune!

Comments

Popular posts from this blog

Impacts of a handset leasing model on mobile telcos

Following yesterday's post, here's some related thinking on the impacts on operators of handset leasing. Handset sales represent around 25% of operator revenues in a typical European market, but generate only around 5% of margin. It may therefore be the case that the scenario described would lead operators to a more profitable structural model than exists today. Oil companies are consistently and acceptably profitable, despite being (literally in some cases) the ‘dumb pipe’ that operators are so desperate to avoid becoming. One of the reasons for the oil majors sustained profitability is clear focus on their role in the value chain – to supply the fuel that enables transportation, relying primarily on location, then brand and finally product innovation to compete. BP or Shell do not need to subsidise the purchase of a car in order to drive consumption of fuel because consumers are ‘hooked’ on it (it gets them from place to place) and there are many credible car manufacturers an

Value drivers for telecoms retail

I've been doing a really large number of driver trees recently - we've taken to using them on every project to get really into the guts of value creation for businesses and thus decide where to focus initiative development (How To Win, if you're keeping score). Anyhow, I had to pause for thought recently to work out how to represent the subscription aspect of telecoms retail for a client. Since it took me a minute, I thought I'd share... its lack of elegance suggests that its not quite right, although it was enough to demonstrate that there was a certain lack of coverage in the initiatives that my client was pursuing and thus spark a debate. Enjoy.

Chief Strategy Officers II - Career Development

Here's a follow up to my earlier post on the starting point of Chief Strategy Officer (CSO) careers in the FTSE 100 and S&P 500 companies - a visualisation of two steps in their careers: their first employer or job and the job they had before they got their current position. Lots of work went into this... so any insights that you glean from the visualisation would be great to hear about :). The CSO is a crucial strategic role on the executive (!) and the owner of the tone and philosophy of decision making across much of the business, knowingly or unknowingly. Scrutiny of their experience in defining the process and language of strategic management is therefore appropriate not just amongst their executive peers, but in my view amongst shareholders. The days when being very smart and able to analyse large amounts of data were enough to be a CSO are basically gone... has the profession moved on enough to cope?