Hiroshi Mikitani

Of course, my decision faced plenty of criticism. One of my fellow Japanese CEOs went so far as to call the plan “stupid” – notable, in a country where executives do not generally criticize one another in the press. Clearly, I would have to fight an uphill battle for cultural acceptance. But I was not deterred. A seismic shift demands that we adapt to a new landscape, and a seismic economic shift is exactly what Japan has undergone in recent decades, driven by the forces of globalization and digitization. The only way to compete in this interconnected internet age is to speak the language of the market – and that language is English.

Recorded · Mikitani's own essay, originally published on LinkedIn, Inc. (republishing Mikitani's own LinkedIn essay) · source

In Rakuten's case, adjustment certainly took time. At first, meetings often felt awkward. The first board meeting after the Englishization decision took four hours to complete – double the normal duration. But whenever executives asked if they could say certain things in Japanese, I told them no. I knew that the challenge would pay off – and it has.

Recorded · Mikitani's own essay, bylined “By Hiroshi Mikitani: Founder and CEO of Rakuten”, Toyo Keizai · source