Empowering Japan's Future Leaders
IWD 2025
International Women's Day
March 8, 2025
#AccelerateAction #IWD2025
Living in an Era of Transformation
What Can We Do to Help Women Shine?
March 8th marks International Women’s Day, a day to celebrate women’s social, economic, cultural, and political achievements worldwide while striving for a more equal future. In Japan, women’s active participation in society is gaining increasing attention. But does “active participation” simply mean securing a managerial position or climbing the corporate ladder?
This time, we spoke with Yoko Ohara, who has long been involved in corporate marketing and human resource development and has played a key role in shaping fashion business education in Japan.
True “active participation” is about women realizing their potential, making their own choices freely, and achieving self-fulfillment. While more women are taking on new challenges, the reality is that many still face institutional and cultural barriers in the workplace. Together with Ms. Obara, we explore what “women’s active participation” truly means in Japan.
How can we create a future where women can fully utilize their abilities and take the lead in society?
What Does It Mean For Women
To Be Active In Society?
Being active as a woman does not simply mean becoming an executive or getting promoted. Taking initiative—whether by starting a business, even on a small scale, or launching an independent venture—is also a form of active participation.
When viewed from this broader perspective, I have come to believe that women in modern Japanese society are already demonstrating their potential in many different fields. Specifically, women are making their presence felt not only within traditional organizations but also by establishing new businesses or NPOs and pursuing individual endeavors.
In other words, women’s active participation should not be limited to promotions or executive appointments; rather, various forms of self-fulfillment and challenges should be recognized and valued as indicators of meaningful engagement.
What Are Your Thoughts on Women’s Participation in Japan’s Corporate Culture?
I feel that our society is still deeply ingrained with a male-centric corporate culture. Even when women have the ambition to try something new, significant barriers often stand in the way of turning those ideas into reality.
Although opportunities may exist in terms of policies and institutional frameworks, the actual implementation often reveals gaps between theory and reality. Time constraints and cultural inertia often prevent women from fully realizing their potential.
Even if equal systems are put in place on the surface, deep-rooted male-dominated corporate norms remain, meaning that the environment for women to truly thrive is still far from sufficient.
How Does Women’s Participation In Japan Compare To Other Countries?
Compared to other countries, Japan has seen an increase in women assuming responsible positions, but the progress feels slow. I recall being asked in the mid-1980s, “How long will it take for Japanese women to be actively involved in society?” My response at the time was, “By the 21st century.”
However, in reality, it has taken much longer for that vision to materialize, and it feels as though Japan is only now approaching global standards.
While there has been progress, Japan still lags behind many countries, and there remains considerable room for improvement. Continued efforts are necessary to further advance women’s participation in leadership roles.
What Are Your Thoughts On Career Paths And Leadership Training For Women After Maternity Leave?
Even today, it is common for supervisors to assign women to less demanding roles after they return from maternity leave, thinking it is in their best interest. However, such practices can deprive women of opportunities to develop true leadership skills.
Therefore, it is crucial to provide leadership training and career advancement opportunities at an early stage—ideally in the late 20s to early 30s, before maternity leave.
By introducing such training earlier than men typically receive, more women may come to appreciate the challenges and rewards of management positions. Management should not be seen as mere routine work but as something that can be approached with enthusiasm and a sense of purpose.
Furthermore, rather than the outdated mindset of “restoring women to their former positions” after maternity leave, an ideal system would allow them to seamlessly and immediately return to their roles without obstacles.
What Are Your Concerns About Japan’s Lifetime Employment Culture And Terms Like "Mom Privilege?"
Japan still maintains a strong culture of lifetime employment, and the shift toward job-based employment remains insufficient. In an ideal system, job roles should be clearly defined, allowing employees to move forward as they complete each stage.
However, phrases like “Mom Privilege” reflect a lack of understanding of the balance between work and family. For example, when a child suddenly falls ill, there is often an unspoken expectation that someone else should take on the affected employee’s workload.
To break this cycle, company leaders must take the initiative to reform corporate culture and policies. In fact, organizations with more female executives tend to foster greater innovation and diversity. Understanding these benefits intellectually is not enough—real change must be actively implemented.
What Are Your Views On The Number of Women In Executive Positions And How They Are Evaluated?
Discussions about female executives often focus on their numbers, but there are two important perspectives to consider. First, while representation is essential, we should not become fixated on the numbers alone. For instance, even if women make up only 30% of an organization, they can still have a strong collective presence.
Second, traditional evaluation metrics—such as seniority and rigid ability-based assessments—are problematic. Some individuals excel not through conventional management experience but through innovative ideas and decisive actions.
Instead of relying solely on training programs, companies should create systems that allow employees to independently seek learning opportunities. It is crucial to establish evaluation methods that bring out and recognize diverse talents.
What Are Your Thoughts On Self-Realization, Life Choices, and Societal Change?
I once worked as a contract employee after maternity leave. At the time, my supervisor said, “I would like to make all of you contract employees full-timers.” However, when I asked if we would be placed at the same seniority level as our male colleagues, the response was, “That might be difficult.” One of my team members overheard this conversation and remarked, “Rather than becoming second-class citizens, we’d rather be outsiders.”
At the time, in Japanese corporate culture, women who worked vigorously were as rare as foreign workers. Ultimately, we declined the offer of full-time employment. The woman led that discussion has since passed away, but I hope modern women can adopt a similar mindset.
Choosing a different path means fewer comparisons to others. Should we follow societal trends, or should we carve out our own unique paths? And how will we be evaluated not just in Japan, but globally? There is no single correct answer. Ultimately, what matters most is how individuals maximize their own abilities. Japanese women, despite having immense potential, often struggle to fully harness their capabilities. That is why it is crucial to reflect on the kind of life one wants to lead. Defining a clear purpose in life and moving forward with courage and a sense of mission—understanding how one can contribute to society—is essential for creating change.
Momoko Amemiya
Interviewer
An editor practicing a dual-location lifestyle between Belgium and Japan. After graduating from Waseda University’s School of Political Science and Economics, Momoko Amemiya began her career as an editorial assistant at Forbes JAPAN before joining Nikkei Inc. as a journalist, covering job-hunting trends and the startup ecosystem.
Later, she was seconded to Nikkei BP (formerly Nikkei Publishing Inc.), where she edited over 60 business books. Among her notable works, “Nikkei Bunko: Introduction to SDGs” and “A Father’s Guide to Financial Education for 13-Year-Olds” have each sold over 100,000 copies.
While working, she pursued an MBA at Nagoya University of Commerce & Business. In August 2022, she left her corporate career to become independent and relocated to Belgium. In 2024, she completed an advanced master’s program at Louvain School of Management. She was a Japan delegate for One Young World 2022 (also known as the Young Davos Conference) and serves as a media advisor in 2025.
Beyond writing for media outlets, she provides editorial services and supports foreign companies entering the Japanese market.
Yoko Ohara
IFI Business School
Yoko Ohara joined Asahi Kasei Corporation in 1962 after graduating from Tokyo University. In 1967, she studied at the New York State Fashion Institute of Technology (FIT) as a Fulbright Scholar. After returning to Japan, she was involved in product development, fashion trend forecasting, and textile marketing. She held various executive roles, including Head of Fashion Planning, Deputy General Manager of Marketing, and Director of FB Human Resource Development. She dedicated her efforts to the establishment of the IFI Business School (Institute for Fashion Industry Human Resource Development) and became its President in 1999. Over the course of 11 years, she built a globally unique practical education model for textiles, fashion, and distribution, before stepping down in 2009. In the same year, she received the FIT Lifetime Achievement Award and the Mainichi Fashion Award (Amiko Kujiraoka Prize). In 2003, she was recognized as Harvard Business School Businessman/Woman of the Year.
Her international experiences significantly shaped her career. She studied fashion merchandising at FIT and later attended the Advanced Management Program (AMP) at Harvard Business School. Furthermore, at the age of 16, she participated in the AFS high school exchange program, spending a year in Minnesota, where she gained valuable cross-cultural experiences. These experiences formed the foundation of her lifelong work in professional career development and global talent cultivation. Her empowerment experiences through studying abroad have been featured in publications such as Nikkei Business.
