Measured by a Different Ruler: The Hidden Metrics Japanese Parent Companies Use to Judge Their American Divisions
When Japanese headquarters reviews the performance of its American operations, the scorecard it applies bears little resemblance to the quarterly profit-and-loss framework that dominates American investor culture. Market penetration depth, technology capability transfer, long-term relational equity, and strategic positioning for future decades all factor into assessments that may declare an American division successful even as it posts years of modest returns. For American managers and investors