Episode #237: Orjan Pettersson, Managing Director, Profoto KK

Previously, Orjan was Director of Sales, Japan at iPoint Systems gmbh, Area Sales Manager Thule Group, Director of Sales & Marketing Asia-Pacific, BA Bags/President Thule Japan, Directeur des ventes VB Autobatteries S.A.S., Regional Sales Manager East & SEA Optima Batteries, Johnson Controls, Import and Export Coordinator Aichi Sangyo.
He has a Masters Degree in east Asian studies from Stockholm University

Summary

Orjan Pettersson’s leadership journey in Japan is shaped by his deep understanding of the local culture, his ability to build trust, and his belief in the importance of personal connection. Having lived in Japan for over 27 years, Pettersson has navigated diverse roles, from working in a small Japanese company to leading major international businesses. His leadership philosophy centers around empathy, responsibility, and fostering a collaborative work environment.

Pettersson highlights the significance of cultural adaptation, emphasizing that foreign leaders must learn how Japanese businesses operate, particularly in terms of hierarchy, loyalty, and long-term stability. He believes that understanding the unwritten rules of Japanese corporate culture—such as respect, obligation, and group harmony—is essential to gaining trust and credibility. One of his key leadership approaches is maintaining open communication with employees, valuing their expertise, and empowering them with greater responsibility.

A major factor in Pettersson’s leadership success is his commitment to authenticity and relationship-building. He fosters a work environment where employees feel personally invested in their roles, rather than merely following orders. By insisting on working in Japanese and immersing himself in the local business culture, he has gained the respect of his teams and counterparts.
Pettersson also stresses the need for adaptability and resilience. From the Lehman shock to the 2011 earthquake and the COVID-19 pandemic, he has faced numerous challenges, but his ability to stay grounded, make decisive decisions, and support his employees through uncertain times has strengthened his leadership. His belief that leadership is about "innovation with empathy" reflects his approach to balancing strategic direction with human-centered management.

Additionally, he recognizes the importance of fostering creativity within his teams. While Japanese employees may be hesitant to take risks, he encourages idea generation through open discussions and structured brainstorming sessions. His introduction of informal team-building activities, such as a weekly coffee break, has helped create a culture of trust and collaboration.
For foreign leaders in Japan, Pettersson advises learning the language, engaging directly with employees and clients, and demonstrating an understanding of Japanese business values. He acknowledges that bridging the gap between headquarters' expectations and local realities is an ongoing challenge, requiring both cultural sensitivity and strategic negotiation.
Ultimately, Pettersson’s leadership style is defined by his ability to balance Western efficiency with Japanese business traditions, fostering an environment where both innovation and long-term stability can thrive.