Episode #79: Mario Spitzer, President & CEO, Stihl Japan

Mr. Spitzer has extensive experience living and working in Japan. After a business trip to Japan in the early 1990’s he attended the European Union’s Executive Training Program (ETP) which had a heavy focus on Japanese language and management skills. It was through this course he was headhunted to become the President and CEO of Stoll in Japan. Fourteen years later, Mr. Spitzer moved in 2008 to become the CEO of the Japanese division for Stihl, a world leader in the manufacturing of chainsaws and outdoor power tools, a position he continues to hold today. Mr. Spitzer was also an Executive Member of the German Chamber of Commerce in Japan from 2012 to 2016.

In looking back over his almost 30 years of experience in Japan, Mr. Spitzer discusses some of the changes he has witnessed in the Japanese business environment including a reduced emphasis on ‘wining and dining’ customers and the shift to digital technologies in business. He also describes how he motivates his own teams; rather than leading through seniority alone he has tried to develop a respectful space where team members feel safe to develop and discuss ideas and not be afraid of failure. Mr. Spitzer admits this was not an easy process and it took a long time, but it has been worth the effort.

On the topic of challenges when moving from leading a small team to a much larger one, Mr. Spitzer emphasised that once a team gets over approximately 30 people, leaders can’t do everything themselves and they need trusted deputies. To build this required level of trust in his own organisation Mr. Spitzer goes to significant lengths to get to know all of his employees including calling them by name, knowing what is happening in their lives, wishing them happy birthday (even if it is on a weekend), and having an open-door policy to his employees in his office. Mr. Spitzer and his wife participate in company activities, and he like to think of the company as the ‘Stihl family’.

For foreign companies or professionals currently operating, in Japan, or looking to, Mr. Spitzer advises developing a real understanding of the local context rather than trying to implement a series of short-term projects which never get local support. He believes companies wanting to make change need; a sustainable concept, a clear vision with realistic targets, and to involve everybody in the process. With the right mindset and preparation, Mr. Spitzer believes success can happen in Japan as he views the Japanese market as very open-minded. On the topic of learning to speak Japanese, Mr. Spitzer has found it a very valuable skill in his own experience, but he does warn that there are times when a businessperson should use a translator including when they are not certain their Japanese will be correctly understood.