Ｑ．メーカーとして際立って違っているというのは難しい場合もありますよね。

Ａ．独自性がややもすると弱点になりかねないというのはあります。でも、別の視点から見ると、独自性があるというのは一社で決断して、一社で世界を変えようとすれば変えられる。それを実践してユーザーの方々の支持を取り戻したのが、iMacあたりからです。デザインも売り方も一新して、今までパソコンに無縁だった人達にも振り向いてもらうことができた。中年のビギナーの方や子供達など、パソコンを触ったこともなかったような人達がユーザーになってくださったんです。

Ｑ．独自性を重んじるという企業文化の背景には、もともとがアメリカの会社というバックグラウンドの影響もありますか。

Ａ．ベンチャースピリットがまだ残っていますし、カリフォルニアという風土も大きいでしょうね。

ハーバードビジネス スクールのメンバー たちと 写真の拡大

Ｑ．西海岸ということですか。

Ａ．これが東海岸だったら全然違うでしょう。あちらは出かけるだけでもネクタイしめて出なくちゃダメ。ボストンとかワシントンの会社でジーンズで通 勤できるところって少ないんじゃないかな。カリフォルニアでは、ネクタイしめて行ったら反対に今日何か特別 な事があるのかって聞かれますよ。

Ｑ．だから社長もノーネクタイなんですね（笑）。

Ａ．まあ、日本にいて販売店さんと会ったりするときにはちゃんとした格好しますけど、アメリカへ出張行くときにネクタイ持っていくことはまずないですね。なにせ、向こうではビジネススーツとはいわずビジネスカジュアルというんですから。そういうおおらかで自由な風土というのはあります。あと、スピードが早いというのもアップルの特徴。ビジネスの決断も早いし、社員ひとりひとりの責任も重い。これだけの規模のビジネスを200人ほどでやってますから。

Ｑ．スピードがあるというのは、間違ったときのリスクが大きいと思うのですが。

Ａ．そこが一番難しいところ。時速30キロ運転でぶつけるのと、100キロとではおのずと違います。だからスピードが早くなればなるほど、質の高い企画が必要なんです。でも、企画を作るのは人数じゃない。むしろ人を絞って各々の責任をはっきりさせ、結果を出してもらうというやり方の方が効果的。

Ｑ．少数精鋭ですか。

Ａ．アップルでは自然にできてるんじゃないかな。この会社で定年迎えようなんていう人はいないし、自分のキャリアを最大限に活かすための経験ができる場所、というモチベーションでみんな頑張ってくれてますよ。

Mr. Eikoh Harada, The President of Apple Computer, Japan Inc. ( Apple Japan, Inc)
Apple Computer has always been a unique kind of company, the kind of company renowned for turning the established image of what things like personal computers should be upside down. As exemplified by the groundbreaking iMac, the company has led the market in terms of style and innovation for a number of years, resulting in a growing number of Apple enthusiasts. Eikon Harada was at the helm of Apple Japan throughout the company's difficult period in the mid- 1990's, and as Apple now enters another era of prosperity, we interviewed him about his approach to business, life in general, as well as his experiences with working in an English-speaking international environment.

Ｑ．Isn't it difficult sometimes to maintain such a distinct position?

Ａ．I have to admit that originality could perhaps be a weak point. However, from a different point of view, originality allows a company to make decisions and change the world by itself. We realized this and started regaining support when we released iMac. Both through the innovative design of our computers and equally importantly our way of selling them, we successfully grabbed the attention of people who had been indifferent to personal computers until that point. Middle- aged people, children and others who had never even touched computers before have become our users.

Ｑ．The fact that the company was founded in the States, where individuality is valued highly, must influence the corporate culture at Apple Japan.

Ａ．Yes, the venture spirit is very pervasive in Apple Japan. I also think that the Californian climate greatly affects us.

With members of the Harvard Business School Larger Size

Ｑ．Do you mean the characteristics of the West Coast?

Ａ．Yes, if we were influenced by the characteristics of the East Coast, we would be totally different. On the East Coast, you usually have to wear a tie to go out. I don't suppose that there are all that many companies in Boston and Washington that allow their employees to come to work in jeans. On the other hand, in California, you will be asked whether it is a special occasion if you wear a tie to go to work.

Ｑ．Oh, now I understand why you are not wearing a tie.

Ａ．When I meet with agencies or important business clients in Japan, I dress neatly, though I do not take any ties on my business trip to the US. In California, they use the term "business casual" instead of "business suit". We have this kind of magnanimity and freedom at Apple.

Another characteristic of Apple is its speed. We promptly make a decision in business, and each worker takes responsibility so that we can deal with this large- scale business with about 200 employees.

Ｑ．suppose that being so speedy could be quite risky if you make a mistake.

Ａ．That's true. That's actually the most difficult part. It is only natural that there is a difference in impact when your car hits a wall driving at 30 km/h and 100 km/h. The faster you move, the higher quality strategies you need. Higher quality does not come from headcount. It is more effective to employ a few well-picked people, give them clear responsibilities, and get them to achieve the goal.

Ｑ．`Small numbers, exceptional talent'?

Ａ．Yes, I think this is happening naturally in our company. No one intends to see his or her retirement day come around here. People are motivated to work hard at Apple because they are making use of their days here as a chance to expand their skills and experience, which will pay dividends in their future careers elsewhere.