Management Forum on Productivity: Impulses for a productive, inclusive and resilient future

Munich, 28 April 2025

Leadership, diversity, motivation and technological sovereignty: At the joint forum organised by acatech, the Japan Productivity Center and the MÜNCHNER KREIS on March 19, 2025, at the acatech office in Munich, representatives from science and industry discussed the future of productivity in the face of global change. Impulses from Japan and Germany showed how innovation is created in networked systems – and why human motivation, error culture and diversity are key success factors.

Global challenges and the new productivity paradigm

Prof Dr Jan Wörner, President of acatech, opened the forum with a look at acatech’s role and key global challenges. These require not only technological answers, but also new ways of thinking and leadership approaches. acatech combines scientific expertise with entrepreneurial practice in order to develop feasible recommendations for politics and society. It is precisely in this area of tension that managers have a key role to play. Wörner appealed to their responsibility: technological innovation would remain ineffective without the motivation of employees. “Without motivation in the company, no idea will become an innovation,” he explained. Progress is not achieved through technology alone, but through trust, cultural change and leadership that enables creativity. Wörner also emphasised that innovation should not be thought of in linear terms.  What is needed is a “networked innovation system” that systemically connects players from science, business, politics and society – as a basis for sustainable solutions in a dynamic world.

Yukihiro Okawa, Managing Director of the Japan Productivity Center, who opened the forum on the Japanese side together with Jan Wörner, emphasised the importance of international exchange for a future-oriented productivity strategy in his speech. Okawa stressed that productivity in the 21st century can no longer be measured by economic indicators alone. Rather, it must be embedded in a value-orientated development that takes social participation, responsibility and individual development into account. He highlighted that Japan is at the beginning of a profound cultural change – especially in dealing with diversity, leadership and personal responsibility in the world of work. In this sense, the forum in Munich was a valuable step towards learning from each other and growing together.

Mitsuo Iwasaki (Hitachi Rail) also emphasised the importance of the strategic realignment of Japanese companies in the face of global uncertainties. In the ensuing discussion, there was a call for a “productivity cycle” that combines efficiency with fairness, innovation and inclusion.

Leadership as a lever for innovation

Dr Rahild Neuburger (LMU Munich, MÜNCHNER KREIS) stated that innovation arises in networked ecosystems – in the interaction between companies, science, politics and society. This requires an environment that promotes openness, creativity and global cooperation. Managers play a key role here: they create space for ideas, promote cross-divisional cooperation and act as enablers. The decisive factor is not just strategy, but attitude – curiosity, openness and the will to integrate diversity. “Today, leadership no longer just means leading, but empowering and connecting,” says Neuburger.

She also pointed out the importance of global talent and flexible structures. Future-oriented organisations must actively integrate cultural diversity and promote individual development. Technologies such as AI could support this – not as an end in itself, but rather to create scope for creative processes.

In that sense a culture of error is also essential, which sees mistakes as a productive part of the innovation process within a controlled framework. Her conclusion: innovation succeeds where people are encouraged to take responsibility, generate ideas and share them – supported by leadership that places trust, diversity and collaboration at the centre.

In addition to Dr Neuburger, Takahiro Mizui, Head of Clinical Development at Chugai Pharmaceutical, reported on the role of managers in the biopharmaceutical industry and emphasised the importance of making bold decisions and actively shaping cultural change within the company. For him, leadership that promotes innovation means above all delegating responsibility, encouraging creativity and investing specifically in interdisciplinary collaboration.

Another key contribution came from Daisuke Fujii, Chief Strategy Officer of JTB Corporation. He explained how the long-established tourism company is reinventing itself to meet the challenges of a radically changing market. Fujii underlined the need for a cultural change towards more personal responsibility, openness and cross-divisional cooperation.

There was a consensus in the discussion that leadership must promote freedom and diversity. Only if managers allow diversity and personal responsibility can organisations fully develop their innovation potential. The contributions by Takahiro Mizui (Chugai Pharmaceutical) and Daisuke Fujii (JTB Corp.) made it clear that this change has also begun to be felt in Japanese companies.

Human capital and diversity as the key to sustainable companies

An additional focus of the forum was on the strategic importance of human capital – not as a pure resource, but as a driving force for innovation and sustainable development. Miki Kashizaki, Managing Executive Officer at Dai-ichi Life Insurance, took centre stage as she presented her company’s comprehensive human capital strategy. Dai-ichi Life pursues a holistic approach that consistently combines digital skills, diversity and individual development. Particular attention is paid to the systematic promotion of female managers. Through targeted career programmes, flexible working models and the active dissolution of traditional role models, the company has become a role model for gender equality in the Japanese financial sector. Kashizaki put it in a nutshell: “If we want to rethink productivity, we need to see people in a new light – not just as a resource, but as diverse drivers of change. Women naturally belong at the decision-making table.”

The discussion showed that Japan is increasingly opening up to a more diverse work culture. Old structures are giving way to new ways of thinking, and diversity is no longer seen as an exception, but as a strategic necessity. Tsunesato Yamashita (Daiwa Securities) and Kazuhide Niki (KPMG Japan) emphasised the importance of targeted talent development and internal mobility – particularly in light of demographic change and the shortage of skilled workers.

Overall, the discussion on human capital sent out a clear signal: the future is created where companies recognise the potential of their employees – and create framework conditions that enable diversity, personal responsibility and further development.

Conclusion: 
The forum made it impressively clear that the future of productivity does not lie in further increases in efficiency alone, but in an open, networked and inclusive understanding of innovation. Motivation, trust, cultural change and the ability to think cooperatively form the basis for sustainable growth and social resilience. acatech, the Japan Productivity Center and the MÜNCHNER KREIS will continue this dialogue in the future – as a bridge between nations, disciplines and perspectives.

Take-Home-Message: Management Forum on Productivity 2025

• Rethinking productivity means not only increasing efficiency, but also recognising motivation, diversity and responsibility as key levers.
• Innovation is created in a network – not along linear chains, but through collaboration across disciplines, hierarchies and cultures.
• Leadership must create freedom – for creativity, mistakes and independent action.
• Diversity is not a trend, but a way to secure the future
• Technological transformation begins with trust: in talent, in sustainable structures – and in the collective courage to change.

Technology transfer in practice – visits to Fraunhofer AISEC and Siemens

On the second day of the German-Japanese study mission, 20 March 2025, the focus was on two institutions that stand for technological sovereignty and applied research in Germany.

The participants first gained insights into specific industrial application examples of digitalisation, automation and AI at Siemens – and discussed how large companies can promote innovation cultures and remain globally competitive at the same time.

Claudia Eckert, Director of Fraunhofer AISEC and member of the acatech Executive Board, then welcomed the delegation in person and presented the latest developments in cybersecurity and the trustworthiness of AI systems. A lively discussion ensued about the importance of digital security as a prerequisite for productivity and innovation.  The members of the delegation were then given a guided tour to gain an impression of AISEC’s work. They were given practical insights into ongoing projects and innovative approaches in the field of IT security and were able to discuss current challenges and future prospects with the experts on site.