Episode #244: Junko Kubokawa, Ex-President, Croda Japan

Previously Junko was General Manager Nutrition and Health BASF, Deputy Regional Head Asia Pacific & Sales Head Japan Ciba Inc.

She has a BA Pharmaceutical Science from Tokyo University and an MBA from INSEAD

Junko Kubokawa’s leadership philosophy, as explored in her interview, reveals a thoughtful, people-centered, and culturally nuanced approach. As President of Croda Japan, her leadership has been shaped by decades of experience in global pharmaceutical and specialty chemicals firms, combined with personal growth from early cross-cultural exposure and a prestigious MBA.

A defining trait of Kubokawa’s leadership is her ability to balance Western assertiveness with Japanese cultural sensitivity. Early in her career, she learned to speak up in meetings, even when it clashed with her upbringing in a non-confrontational, hierarchical Japanese context. A Swiss boss challenged her to be more vocal, and she gradually developed a calm yet firm communication style that gained the trust of colleagues, even when challenging senior staff.

She emphasizes walking the talk—being consistent in behavior, showing up during crises, and demonstrating care for her team’s wellbeing. Trust, she believes, is not built overnight but earned through shared problem-solving, consistency, and a leader’s visible presence in tough times. Rather than exerting authority, she invites collaboration, especially valuing input from her team to inform decisions.

Kubokawa also brings a strong sense of inclusion and empathy into her leadership. She openly discusses the importance of recognizing people’s strengths, acknowledging vulnerability, and cultivating a workplace culture where everyone feels heard. Small gestures like writing birthday cards and casual lunch chats contribute to her warm, approachable presence.

A trailblazer for women in leadership, Kubokawa reflects on the pressures many women feel to be perfect. She advises women to release those unrealistic standards and accept help—at home and at work. For men, she encourages active support and understanding, noting that caregiving and work-life balance issues are not gender-exclusive.
As a leader in Japan, she has had to bridge global and local expectations. She promotes change subtly, through example and steady reinforcement, rather than dramatic reforms. Her leadership is situational, adaptive, and anchored in trust, humility, and the belief that developing future leaders is a key responsibility.
Kubokawa’s style is a model of modern leadership in a Japanese context: authentic, inclusive, and quietly transformative.