Podcasts about Hitachi

Stop moving data. Start shipping models. I sat down with Molly Presley from Hammerspace and David A. Chapa from Hitachi Vantara to unpack the new Hitachi iQ M Series and how it pairs with Hammerspace for real GenAI work.What we cover• Running AI on data where it lives across sites and clouds• One global namespace so teams stop copying data back and forth• Flexible GPU choices that fit your budget today and scale later• Independent scaling of compute and storage to control costs• How this shows up on day one for training and inferenceWhy this matters• Faster first results without re-architecting your data• Fewer bottlenecks keeping GPUs idle• A simple path from pilot to productionWatch the full conversation. Link in the first comment.Thank you Molly and David for the clear breakdown and the practicality teams need right now.#data #ai #hammerspace #theravitshow

In this week's episode, joined by 2024 New Orleans-Matsue Sister City Exchange Program participants Katherine Heller & Wade Trosclair, the Krewe looks back & celebrates 30 years of friendship between Matsue, Japan & New Orleans, Louisiana... a sister city relationship built on cultural exchange, mutual curiosity, &shared spirit. Together, they reflect on their time in Matsue during the exchange program, their experiences with host families, and the deep connections that form when two communities separated by an ocean come together.------ About the Krewe ------The Krewe of Japan Podcast is a weekly episodic podcast sponsored by the Japan Society of New Orleans. Check them out every Friday afternoon around noon CST on Apple, Google, Spotify, Amazon, Stitcher, or wherever you get your podcasts.  Want to share your experiences with the Krewe? Or perhaps you have ideas for episodes, feedback, comments, or questions? Let the Krewe know by e-mail at kreweofjapanpodcast@gmail.com or on social media (Twitter: @kreweofjapan, Instagram: @kreweofjapanpodcast, Facebook: Krewe of Japan Podcast Page, TikTok: @kreweofjapanpodcast, LinkedIn: Krewe of Japan LinkedIn Page, Blue Sky Social: @kreweofjapan.bsky.social, & the Krewe of Japan Youtube Channel). Until next time, enjoy!------ Support the Krewe! Offer Links for Affiliates ------Use the referral links below & our promo code from the episode (timestamps [hh:mm:ss] where you can find the code)!Support your favorite NFL Team AND podcast! Shop NFLShop to gear up for football season!Zencastr Offer Link - Use my special link to save 30% off your 1st month of any Zencastr paid plan!  (00:53:00)------ Past Matsue/Sister City Episodes ------Lafcadio Hearn: 2024 King of Carnival (S5Bonus)Explore Matsue ft. Nicholas McCullough (S4E19)Jokichi Takamine: The Earliest Bridge Between New Orleans & Japan ft. Stephen Lyman (S4E13)The Life & Legacy of Lafcadio Hearn ft. Bon & Shoko Koizumi (S1E9)Matsue & New Orleans: Sister Cities ft. Dr. Samantha Perez (S1E2)------ Links about the Exchange ------2024 Exchange Program Info/PicturesShogun Martial Arts Dojo (Katie's family's dojo)------ JSNO Upcoming Events ------JSNO Event CalendarJoin JSNO Today!

Dive into this episode of DM Radio, as host Eric Kavanagh joins experts from Cloudera and Hitachi to explore how enterprises are rethinking AI and data infrastructure amid rapid innovation. Manasi Vartak, Chief AI Architect at Cloudera, unpacks the concept of "Private AI" - enabling organizations to maintain full control over their data, models, and hardware while ensuring trust and governance. Next, Dan McConnell of Hitachi Vantara delves into the data arms race driving AI advancement, highlighting the role of modern data fabrics, hybrid cloud strategies, and intelligent control planes like VSP360. Discover how organizations can confidently embrace AI without losing control of their data foundation - tune in to this episode of DM Radio.

Before you build slides, build a picture of the people in the seats. If you don't know who's in the room, you're guessing—and guesswork kills relevance. This practical, answer-centric guide shows how to identify audience composition (knowledge, expertise, experience), surface needs and biases, and adjust both your content and delivery—before and during your talk. It's tuned for post-pandemic business norms in Japan and across APAC, with comparisons to the US and Europe, and it's written for executives, sales leaders, and professionals who present weekly.  How do I discover who will actually be in the room—before I present? Ask organisers for attendee profiles, then verify at the venue by greeting people and scanning badges/cards. In Japan, meishi exchange makes it easy to capture titles, seniority, and company context; in the US/EU, check lanyards and pre-event apps. Arrive early: name badges are often laid out, giving you company mix and industry spread. Chat with early arrivals to learn why they came—training need, benchmarking curiosity, or vendor evaluation—and note patterns by sector (SME vs. multinational), role (IC vs. executive), and region (Tokyo vs. Kansai vs. remote APAC). Use this recon to sharpen examples and adjust your opening. Do now: Arrive 30–40 minutes early; greet at the door; log role, industry, and motivation on a notecard; tweak the first three minutes accordingly.    What levels of knowledge, expertise, and experience should I design for? Assume a mixed room with a few veterans—design for breadth, then layer optional depth. Split your content into “must-know” principles (for novices) and “drill-down” modules (for experts). In technical audiences (e.g., pharma R&D), lab-theory experience differs sharply from front-line sales or operations in manufacturing or retail; in 2025 hybrid teams, you'll often have both. Provide clear signposts: “advanced aside,” “field example,” “Japan vs. US comparison.” For multinationals (Toyota, Rakuten, Hitachi) you can cite regional rollouts; for startups/SMEs, emphasise low-cost experiments and time-to-impact. Do now: Build slides with optional “depth” appendices; announce when you're switching gears so novices aren't lost and pros aren't bored.  How do I surface biases, needs, and wants fast—without a formal survey? Work the room: short pre-talk chats expose objections, hopes, and hot buttons. Ask, “What brought you today?” and “What would make this 60 minutes valuable?” Capture signals such as scepticism (“We tried this in 2023; didn't stick”), urgency (“Quarter-end target”), or constraints (compliance, budget cycle, labour rules). For Japan's consensus-driven cultures, anticipate risk-aversion; in US startups, expect speed bias. Use these inputs to tune case studies and pre-empt tough questions. In Q&A, address stated and unstated needs—what they need to do next week, not just theory. Do now: Before you start, collect 3 needs, 3 wants, and 3 worries; weave them into your transitions and your close.  How do I tailor on the fly if my planned angle misses the mark? Pivot examples, not your entire structure: keep the skeleton, swap the meat. If your personal-branding case assumes FAANG-scale resources but the room is mostly SMEs, replace big-company stories with compact, scrappy plays (part-time champions, Canva-level assets, LinkedIn cadence). Call the audible: “Given today's mix, I'll show the SME path first; enterprise folks, I've got a parallel track in the appendix.” The credibility boost is immediate. Avoid the “corporate propaganda” trap—audiences in 2025 are ruthless about relevance and authenticity. Do now: Prepare two versions of each example (enterprise vs. SME; Japan vs. US) and a one-line “pivot declaration” you can say aloud to reset expectations.  What causes audiences to tune out in 2025—and how do I prevent it? Mismatch of complexity, thin takeaways, and slide-centric delivery send people to their phones. Overly high-level ideas with no “Monday morning” actions feel like fluff; hyper-jargon without scaffolding feels exclusionary. Hybrid fatigue persists post-pandemic—attention spans are shorter, and AI tools raise the bar for specificity (“Show me the checklist, not the vibe”). Combat this with concrete metrics, timelines, and contrasts (Japan vs. US adoption curves; consumer vs. B2B sales cycles). Keep slides lean; make listening valuable by telling the room why their world changes if they act. Do now: Promise three actionable takeaways in minute one—and deliver a one-page recap at the end.  What is the prep workflow that consistently works? Plan the talk, not just the deck: rehearse, record, and review before you're live. Use a phone to record a full run-through; check pace, jargon, and clarity. Replace “nice to know” slides with one story per insight; trim to time. Build a closing action list (for leaders, sales, and ops). As of 2025, layer AI-retrieval signals into your outline—clear headings phrased like search queries (“How do I…?”, “What's the best way to…?”) and time markers (“in 2025,” “post-pandemic Japan”). This makes your messages more discoverable in internal portals and external search. Do now: Final checklist—headlines as questions, bold first sentence answers, optional deep-dives, two alternate examples, 60-second closing actions.    Conclusion Knowing your audience is the difference between a speech that lands and one that launders time. Build intelligence before the first slide, validate it on the door, and keep tuning as you go. Rehearse, record, and review. Then close with a clear, useful action list leaders can execute this week.  About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He's a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and the Griffith University Business School Outstanding Alumnus (2012). A Dale Carnegie Master Trainer, he delivers globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He's authored best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, plus Japan Leadership Mastery and How to Stop Wasting Money on Training. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー.

The Krewe sits down with Haruka Kikuchi, a Japanese jazz trombonist making waves in New Orleans. From discovering jazz in Japan to second-lining through the Crescent City, Haruka shares her story of finding home through music — and how jazz bridges cultures across oceans.  ------ About the Krewe ------The Krewe of Japan Podcast is a weekly episodic podcast sponsored by the Japan Society of New Orleans. Check them out every Friday afternoon around noon CST on Apple, Google, Spotify, Amazon, Stitcher, or wherever you get your podcasts.  Want to share your experiences with the Krewe? Or perhaps you have ideas for episodes, feedback, comments, or questions? Let the Krewe know by e-mail at kreweofjapanpodcast@gmail.com or on social media (Twitter: @kreweofjapan, Instagram: @kreweofjapanpodcast, Facebook: Krewe of Japan Podcast Page, TikTok: @kreweofjapanpodcast, LinkedIn: Krewe of Japan LinkedIn Page, Blue Sky Social: @kreweofjapan.bsky.social, & the Krewe of Japan Youtube Channel). Until next time, enjoy!------ Support the Krewe! Offer Links for Affiliates ------Use the referral links below & our promo code from the episode (timestamps [hh:mm:ss] where you can find the code)!Support your favorite NFL Team AND podcast! Shop NFLShop to gear up for football season!Zencastr Offer Link - Use my special link to save 30% off your 1st month of any Zencastr paid plan!  (00:53:00)------ Past Music Episodes ------S5E13 - The Thunderous Sounds of Taiko ft. Takumi Kato (加藤 拓三), World Champion Taiko DrummerS5E10 - The Japanese Pop Music Scene ft. Patrick St. MichelS4E1 - Shamisen: Musical Sounds of Traditional Japan ft. Norm Nakamura of Tokyo LensS3E14 - City Pop & Yu ft. Yu HayamiS3E1 - Exploring Enka ft. Jerome White Jr aka ジェロ / Jero------ Links about Haruka ------Haruka's Website Haruka on IGHaruka on FacebookHaruka on YouTubeGoFundMe to Help Support Haruka's Family------ JSNO Upcoming Events ------JSNO Event CalendarJoin JSNO Today!

Chad Rubin is the Founder and CEO of Profasee, a dynamic pricing platform enabling brands to predict the optimum price for every product. He has built several successful companies, including the Prosper Show, Think Crucial, and Skubana, which was acquired by 3PL Central. As a speaker and world-class Amazon expert, Chad gives presentations about e-commerce, SaaS, and Amazon at global conferences and webinars. He is also the co-author of the Amazon bestseller Cheaper Easier Direct.  Jason Swenk is the Founder of Agency Mastery 360, a company dedicated to helping digital agency owners grow and scale their businesses. With over 20 years in the agency space, he has built and sold his agency, and he now leverages his experience working with brands like AT&T, Hitachi, and Lotus Cars to mentor other agencies. In addition to hosting the Smart Agency Masterclass podcast, the #1 podcast for digital marketing agency owners, Jason has developed a framework for growing agencies from nothing to eight figures. His unique perspective, shaped by his extensive experience and monthly interaction with over 100 agencies, provides valuable insights into navigating market disruptions and achieving sustained growth. Todd Taskey is a Partner at Tower Partners and an M&A advisor at Potomac Business Capital. He has been an entrepreneur, business owner, investment banker, and business finance advisor for more than 20 years. In addition to providing M&A advice, Todd has been a founding investor, board member, or part of the management team of several business ventures. He helps CEOs and entrepreneurs develop a successful exit strategy through his knowledge of the mid-market investment banking process. In this episode… The pursuit of success often hides a quieter struggle — the constant tug-of-war between ambition, attention, and alignment. Entrepreneurs chase growth, yet time, focus, and meaningful connection remain their scarcest resources. What if the real edge in business isn't doing more but refining how we think, learn, and connect? Chad Rubin, Jason Swenk, and Todd Taskey reveal the books, tools, and habits that keep them grounded while driving exponential growth. Chad credits The 4-Hour Workweek, Atomic Habits, and Lost and Founder for reshaping his view of time and leadership — and shares how AI tools like WisprFlow and Readwise help him communicate faster and retain key lessons. Jason points to Giftology and Never Lose a Client Again as blueprints for loyalty, pairing them with Trello's visual workflow to stay organized and creative. Todd highlights the Same as Ever and The Psychology of Money as reminders that human behavior never changes, pairing wisdom with everyday apps like Maps and Genius Scan to keep life simple and efficient. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz talks with Chad Rubin, Jason Swenk, and Todd Taskey about the books, podcasts, and tools that shape their leadership and innovation. They discuss lessons from entrepreneurship, the power of AI for productivity, and how continuous learning and curiosity fuel lasting success.

Twelve proven techniques leaders, executives, and presenters in Japan and worldwide can use to win audience trust and connection Why does building rapport with an audience matter? Presentations often begin with a room full of strangers. The audience may know little about the speaker beyond a short bio. They wonder: is this talk worth my time, is this speaker credible, will I gain value? Building rapport addresses these concerns quickly and creates connection. Research in communication shows that people remember how speakers make them feel more than the content itself. Leaders in Japan's business community—whether addressing chambers of commerce, investor groups, or internal teams—gain credibility when they connect authentically. Without rapport, even technically correct presentations fail to persuade. Mini-Summary: Rapport is the foundation of influence. Audiences trust and engage with presenters who connect emotionally and authentically. How should you open a presentation to create rapport? Avoid cliché openings like “It is an honour to be here.” Instead, design a powerful opening that grabs attention immediately. Once you have their focus, then acknowledge the organisers and audience. Strong openings show confidence, while formulaic openings sound insincere. Global leaders often begin with a compelling story, surprising statistic, or provocative question. For example, executives at conferences like the World Economic Forum in Davos use striking openings to cut through distraction. This approach works equally well in Japan, where attention spans are challenged by information overload. Mini-Summary: Begin with impact, not clichés. Capture attention first, then express gratitude. How can appreciation and personal references build trust? Arriving early allows presenters to meet audience members and thank them personally. Referring to individuals during the talk—“Suzuki-san raised an interesting point earlier”—breaks down the invisible wall between speaker and audience. It signals authenticity and shared experience. This technique is common among top business communicators. Political leaders worldwide use names and anecdotes to personalise their messages. In Japan, where harmony and inclusion matter, mentioning individuals by name demonstrates respect and strengthens bonds. Mini-Summary: Personal connections—thanking individuals and mentioning names—turn audiences from strangers into allies. Why should leaders use humility and inclusive language? Ego creates distance. Speakers who act superior alienate audiences. Instead, humility and inclusive language—using “we” rather than “you”—foster unity. For example, saying “we should take action” feels collaborative, while “you should” feels accusatory. Japanese business culture values humility, but this principle applies globally. Leaders at firms like Toyota or Unilever gain influence not by commanding but by engaging as equals. Rapport grows when the audience feels part of the message, not separate from it. Mini-Summary: Humility and inclusive language build unity. Audiences respond better to “we” than to superiority or commands. How can facial expressions and delivery style affect rapport? Speakers may unconsciously scowl when concentrating, creating the impression of disapproval. Video recordings often reveal this mismatch. Smiling appropriately signals warmth and reduces barriers, as long as the smile fits the content. Tone matters too. A scolding voice creates resistance, while a friendly and congruent tone fosters openness. At international conferences, skilled presenters adjust tone and expression to suit both serious and lighter moments. In Japan, congruence is particularly valued—audiences quickly detect inauthentic delivery. Mini-Summary: Rapport grows when expressions and tone are congruent. Avoid scowls and use warmth to connect genuinely. What role do audience interests and emotions play? Talks should be designed from the audience's perspective. What is in it for them? What insights can they apply immediately? Tailoring messages to their needs builds value. In addition, appealing to nobler emotions—shared purpose, progress, and contribution—elevates rapport. Audiences want speakers to succeed; meeting their expectations with sincerity builds goodwill. Leaders in Japan's corporate sector, addressing employees or shareholders, create stronger bonds when they align messages with collective aspirations. Mini-Summary: Audiences connect when talks reflect their interests and values. Appeal to purpose and practical application to deepen rapport. How should leaders handle nerves, mistakes, and criticism? Audiences dislike apologies at the start of a talk. Instead, begin confidently. Nervousness should be masked, not announced. Having a good time while presenting signals confidence, even if internally you feel uneasy. Criticism should be welcomed gracefully. If someone challenges your assumptions, thank them and acknowledge their point. Avoid defensive arguments. Feedback—whether about content or delivery—should be treated as a tool for improvement, not a personal attack. Mini-Summary: Confidence builds rapport. Avoid apologies, mask nerves, and welcome criticism as growth. Why is character as important as skill in building rapport? Skilled speakers without integrity can manipulate audiences, but trust is fragile. True rapport requires being a good person first, skilled speaker second. When audiences sense sincerity and benevolence, they engage more deeply. History shows that even charismatic figures who lacked integrity eventually lost credibility. In business today, executives who consistently demonstrate ethical intent—whether at Sony, Hitachi, or smaller firms—earn loyalty and lasting respect. Mini-Summary: Rapport is grounded in character. Integrity ensures skills translate into lasting influence. Conclusion: How do you make audiences like you? Rapport is not about tricks but about authentic connection. By opening strongly, showing appreciation, using names, being humble, speaking inclusively, managing tone, appealing to audience interests, welcoming feedback, and leading with integrity, leaders ensure their message resonates. Key Takeaways: Open with impact, not clichés. Show appreciation before, during, and after. Mention individuals by name to personalise connection. Use “we” language to foster unity. Smile and match tone to content. Focus on audience interests and nobler emotions. Avoid apologies, mask nerves, and welcome criticism. Integrity is the foundation of lasting rapport. Leaders, executives, and professionals should act now: prepare deliberately, practise rapport-building techniques, and commit to authenticity. Audiences don't just remember content—they remember how you made them feel. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

DIY Enthusiast & the man behind "Anton in Japan" YouTube Channel, Anton Wörmann joins the Krewe to talk about akiya, Japan's abandoned home phenomenon, and how he's transforming them into stunning spaces. We dig into what it's like to buy, clear out, & renovate an akiya and how Anton's journey from fashion to DIY restoration is reshaping what “home” means in Japan.------ About the Krewe ------The Krewe of Japan Podcast is a weekly episodic podcast sponsored by the Japan Society of New Orleans. Check them out every Friday afternoon around noon CST on Apple, Google, Spotify, Amazon, Stitcher, or wherever you get your podcasts.  Want to share your experiences with the Krewe? Or perhaps you have ideas for episodes, feedback, comments, or questions? Let the Krewe know by e-mail at kreweofjapanpodcast@gmail.com or on social media (Twitter: @kreweofjapan, Instagram: @kreweofjapanpodcast, Facebook: Krewe of Japan Podcast Page, TikTok: @kreweofjapanpodcast, LinkedIn: Krewe of Japan LinkedIn Page, Blue Sky Social: @kreweofjapan.bsky.social, & the Krewe of Japan Youtube Channel). Until next time, enjoy!------ Support the Krewe! Offer Links for Affiliates ------Use the referral links below & our promo code from the episode (timestamps [hh:mm:ss] where you can find the code)!Support your favorite NFL Team AND podcast! Shop NFLShop to gear up for football season!Zencastr Offer Link - Use my special link to save 30% off your 1st month of any Zencastr paid plan!  (00:53:00)------ Past Home & Architecture Episodes ------S5E15 - Change in Urban & Rural Japanese Communities ft. Azby BrownS5E6 - Inside Japanese Homes & Architecture ft. Azby BrownS3E2 - Buying Real Estate in Japan ft. Ziv Nakajima-Magen------ Links about Anton ------Anton in Japan YouTube ChannelAnton on IGAnton in Japan Website & ResourcesAnton on TikTokAnton's Live Master Class on Oct 12 @ 10am JST (Sign Up!)Anton's Akiya Master Class Program------ JSNO Upcoming Events ------JSNO Event CalendarJoin JSNO Today!

Today's guest is Sunitha Rao, SVP and General Manager for Hybrid Cloud Business at Hitachi Vantara. Hitachi Vantara is a wholly owned subsidiary of Hitachi, Ltd. that provides data infrastructure foundations that help leading innovators manage and leverage their data at scale. Through data storage, infrastructure systems, cloud management, and digital expertise, the company helps customers build the foundation for sustainable business growth. Sunitha joins Emerj Editorial Director Matthew DeMello on the show to break down how enterprises across industries can modernize their data infrastructure, scale AI deployments, and align IT investments with their sustainability goals. This episode is sponsored by Hitachi Vantara. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1.

At the Via LA 2025 Bridge Summit in San Francisco, Clause 8 host Eli Mazour sat down with two leaders who play pivotal roles in connecting innovators and licensees around the world:* Jane Bu, Chief Licensing Officer at Via LA, the world's largest patent pool. (You can listen to Eli's previous conversation with Via's President, Heath Hoglund, here).* Rob Tobias, CEO & President of HDMI LA, the organization formed by Hitachi, Matsushita, Maxell, Philips, Silicon Image, Sony, Thomson and Toshiba to manage and promote the now ubiquitous HDMI interface.In this episode, the discussion turns to the difficulties of licensing in Asia — not as an abstract policy topic, but as a practical reality shaped by culture, relationships, and business expectations.Jane Bu reflects on how negotiations in Asian markets often rely less on formal processes and more on mutual trust built through repeated, in-person engagement. She also discusses China's transformation from a latecomer in IP to one of the most active and sophisticated licensing environments in the world — and why patience and long-term relationship-building remain essential for licensors and licensees alike.From a different perspective, Rob Tobias explains how HDMI's licensing framework relies on more than patents alone. He outlines how trademarks and brand protection have played a central role in ensuring compliance, maintaining quality, and driving global adoption of the HDMI standard — including in complex markets such as China and India.Together, their insights highlight how successful licensing in Asia depends as much on understanding people and context as it does on legal or technical structures.

Why trust, empathy, and human relations remain the foundation of sales success in Japan Hunting for new clients is hard work. Farming existing relationships is easier, more sustainable, and far more profitable. Yet not all buyers are easy to deal with. We often wish they would change to make our jobs smoother, but in reality, we can't change them—we can only change ourselves. That principle, at the core of Dale Carnegie's How to Win Friends and Influence People, remains as true in 2025 as it was in 1936. By shifting our mindset and behaviour, we can strengthen buyer relationships and secure long-term loyalty. Why must salespeople change first, not the buyer? Expecting buyers to change their habits or behaviours sets us up for frustration. Buyers act in ways that make sense to them, even if inconvenient for us. The only real lever we have is our own behaviour. Even a small shift—like adjusting our approach by “three degrees”—can change the buyer's counter-reaction. In Japan, where harmony and long-term trust are prized, this principle is especially powerful. A salesperson who shows flexibility and empathy stands out in contrast to competitors who push rigidly for their own preferences. Mini-Summary: Salespeople cannot force buyers to change; by adjusting their own behaviour, they influence the relationship and build trust. What role do Dale Carnegie's Human Relations Principles play in buyer relationships? Carnegie's Human Relations Principles are timeless tools for building cooperation. Three are particularly relevant for sales: Don't criticise, condemn, or complain. Criticism rarely changes behaviour—it provokes defensiveness. Give honest, sincere appreciation. Genuine recognition strengthens bonds and motivates reciprocity. Arouse in the other person an eager want. Frame solutions around what the buyer personally values. These principles apply across industries, from manufacturing to finance. Japanese buyers, in particular, value respectful, non-confrontational communication that acknowledges their contributions. Mini-Summary: Carnegie's Human Relations Principles—no criticism, sincere appreciation, and aligning with buyer wants—remain timeless tools for sales. Why does criticism damage buyer relationships? When salespeople criticise clients, they expect reasoned acceptance. Instead, they trigger defensiveness. Buyers justify their decisions, harden their positions, and often sour the relationship. Consider situations common in Japan: extended payment terms, last-minute order changes, or requests for multiple quotes as compliance. Criticising these behaviours damages trust. Instead, salespeople must work constructively within the constraints, showing professionalism while seeking long-term influence. Mini-Summary: Criticism never wins buyers—it hardens resistance. Professionalism and patience maintain the relationship, even under pressure. How does sincere appreciation change buyer behaviour? Most professionals receive little genuine recognition. Buyers, like colleagues, are often starved of appreciation. Yet false flattery is quickly detected, especially in Japan where sincerity is scrutinised. The key is to find something specific and genuine. For example: “Suzuki-san, thank you for sending the information so promptly—it helped me meet my deadline.” This kind of concrete, truthful appreciation motivates buyers to cooperate more readily in future. Mini-Summary: Specific, honest appreciation builds cooperation and strengthens relationships—especially in Japan, where false flattery backfires. Why must salespeople align with buyer wants, not their own? Buyers spend most of their time focused on their own priorities, not the salesperson's. To gain cooperation, salespeople must align their proposals with what the buyer values personally, not just professionally. In Japan, this often means recognising not only company goals but also individual motivations—career advancement, personal reputation, or peace of mind. Framing solutions to satisfy these deeper wants increases buyer engagement and willingness to act. Mini-Summary: Sales success comes from aligning with buyer priorities—both corporate and personal—rather than pushing seller needs. How can salespeople apply these principles consistently? Building strong buyer relationships requires discipline. Salespeople should: Avoid negative talk about buyer policies. Express timely, specific appreciation for buyer cooperation. Frame every proposal around the buyer's personal and organisational goals. Companies like Toyota and Hitachi succeed because their sales teams apply these principles systematically, not occasionally. Sales leaders must coach and reinforce this mindset, ensuring every client interaction strengthens trust. Mini-Summary: Consistency in applying human relations principles transforms sales teams from product pushers into trusted partners. Conclusion In 2025, with competition fiercer than ever, building strong buyer relationships remains the bedrock of sales success. We cannot expect clients to change for our convenience. Instead, by applying Dale Carnegie's timeless principles—avoiding criticism, giving sincere appreciation, and aligning with buyer wants—we shift the relationship dynamic in our favour. Buyers in Japan reward this behaviour with trust, loyalty, and repeat business. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Summary del Show: • Wall Street sube pese al cierre del gobierno, con $SPX y $NDX marcando nuevos récords. • USA Rare Earth $USAR se dispara tras destacar rol estratégico en cadena de tierras raras. • Hitachi $HTHIY acuerda con OpenAI expandir centros de datos e IA a nivel global. • Google $GOOG $GOOGL invertirá $4B en un centro de datos en Arkansas con impacto energético.

Marketing plays a vital role in generating leads—through SEO campaigns, databases, white papers, and ads. But for salespeople, relying solely on marketing is a recipe for starvation. In Japan, where competition is fierce and decision-makers are shielded by layers of formality, sales professionals must take control of their own destiny. Success doesn't come from waiting—it comes from disciplined activity, persistence, and a clear understanding of the numbers that drive results. Why can't salespeople rely on marketing for leads? Marketing is powerful, but from a sales perspective it's never enough. Even at major firms like Salesforce or Oracle, marketing produces part of the pipeline but never all of it. Salespeople who sit back and wait risk missing targets and losing control of their income. In Japan, where long sales cycles are common, the risk is even greater. To succeed, sales professionals must generate their own opportunities through proactive outreach. Mini-summary: Marketing supports the pipeline, but salespeople must generate their own leads to survive and thrive. What are KAIs, and why are they critical? KAIs—Key Activity Indicators—make sales measurable and predictable. If the average sale is one million yen and the annual target is thirty million, KAIs reveal exactly how many meetings, conversations, and calls are needed to get there. Yet many salespeople in Japan drift without this clarity. Without KAIs, sales feels like guesswork. With KAIs, it becomes a roadmap. Just as CFOs at firms like Hitachi or Sony use KPIs to track financial health, sales teams must rely on KAIs to ensure progress. Mini-summary: KAIs provide the roadmap for sales success, replacing drift with discipline and accountability. How can Japanese salespeople generate their own pipeline? Control comes from disciplined prospecting. That means cold calling, re-engaging past clients, and attending networking events. Salespeople know what an ideal client looks like, so they can aim directly at those prospects. In Japan, a single client win can open doors to competitors. For example, if you've helped one hotel chain, you can leverage that case study with others in the industry. This strategy is a proven way to multiply success across a sector. Mini-summary: Proactive prospecting and leveraging client wins create momentum and multiply opportunities in Japan. Why is cold calling in Japan so difficult—and how can salespeople break through? Cold calling is tough everywhere, but in Japan it's brutal. Receptionists—the so-called “call killers”—are highly trained to screen out salespeople. They politely ask who you are, why you're calling, and then promise to call back… but rarely do. Most salespeople quit at this stage. Winners persist. A script that works is: “We've been helping your direct competitors achieve strong results. Maybe we could do the same for you. Could I speak with your sales manager to explore this?” Then call back, again and again, until you connect. Persistence separates the successful from the average. Mini-summary: Cold calling in Japan is tough, but persistence, smart scripts, and discipline break through the “call killer” barrier. How does discipline turn prospecting into a habit? The biggest secret is treating lead generation like a client meeting. Salespeople would never cancel on a customer, but they cancel on themselves all the time. Prospecting time gets pushed aside for “urgent” tasks. The discipline is to block it in the calendar, defend it, and stick with it. At companies like IBM Japan and Panasonic, top salespeople treat prospecting as sacred time. Discipline turns cold calling from dreaded drudgery into predictable pipeline-building. Mini-summary: Protect prospecting time like a client meeting—discipline creates consistency and control. What mindset should salespeople adopt to succeed? Sales is about control. If you leave your future to marketing, you surrender your income to someone else's performance. But if you generate your own leads, you own your future. In Japan, where rejection is constant, persistence and mindset matter most. Every call is one step closer to a meeting, and every meeting is one step closer to a deal. Success belongs to those who decide to control their pipeline instead of waiting for it to be filled for them. Mini-summary: A proactive, persistent mindset puts salespeople in control of their pipeline, income, and future. Marketing is a valuable ally, but it will never deliver enough leads on its own. Salespeople in Japan and worldwide must take control by knowing their KAIs, generating their own pipeline, breaking through gatekeepers, and protecting prospecting time with discipline. Persistence, smart strategies, and the right mindset separate those who wait for success from those who create it. In 2025, the path is clear: sales professionals who take ownership of lead generation will control not just their pipeline, but their destiny.

Equity analyst Ian Turnbull shares insights from his latest trip to Japan, highlighting the unique aspects of Japanese society and corporate culture. From surplus and stakeholder capitalism to why you might get more than you pay for at a 7-Eleven convenience store, Ian reflects on the value of on-the-ground research, the trade-offs involved in capital allocation decisions, and pockets of real opportunity within Japan's evolving business landscape. Key Takeaways On-the-ground research in Japan reveals unique cultural and corporate dynamics that are difficult to capture from afar; direct engagement with people and companies provides deeper context for investment decisions. Japanese corporate culture emphasizes stakeholder capitalism, with surplus value often distributed to customers, employees, suppliers, and society—sometimes at the expense of shareholder returns; this results in high-quality service, strong employee loyalty, and long-term relationships. Balance sheets in Japan tend to be conservative, offering downside protection but limiting upside potential; recent years have seen gradual shifts toward greater efficiency and shareholder focus, though progress is uneven and culturally nuanced. Digitalization and technology adoption present significant opportunities, as Japan faces labor shortages and lags in some areas of tech implementation; companies enabling digital transformation may be well-positioned for growth. Corporate transformation is occurring slowly, with some firms like Hitachi making deliberate, long-term changes to focus on higher-return areas and divest less profitable segments; this reflects a broader trend of incremental governance and capital allocation improvements.   Host: Rob Campbell, CFA– Institutional Portfolio Manager Guest: Ian Turnbull, CFA– Equity Analyst   This episode is available for download anywhere you get your podcasts. Founded in 1974, Mawer Investment Management Ltd. (pronounced "more") is a privately owned independent investment firm managing assets for institutional and individual investors. Mawer employs over 250 people in Canada, U.S., and Singapore.  Visit Mawer at https://www.mawer.com. Follow us on social:  LinkedIn - https://www.linkedin.com/company/mawer-investment-management/ Instagram - https://www.instagram.com/mawerinvestmentmanagement/

 Nine proven strategies executives and professionals in Japan and worldwide can use to master public speaking and influence with confidence Why do business professionals need presentation guidelines? Most of us stumble into public speaking without training. We focus on doing our jobs, not plotting a public speaking career path. Yet as careers advance, presentations to colleagues, clients, or stakeholders become unavoidable. Executives at firms like Hitachi, SoftBank, or Mitsubishi know that persuasive communication directly affects career progress and credibility. Without guidelines, many professionals waste decades avoiding public speaking. The good news? It's never too late to learn. By following proven principles, anyone can become a confident communicator capable of inspiring audiences and strengthening personal brands. Mini-Summary: Public speaking is not optional in business careers. Guidelines accelerate confidence and credibility, ensuring leaders don't miss opportunities. Should you use notes during a presentation? Yes, brief notes are acceptable. Smart presenters use them as navigation aids, either on the podium or discreetly placed behind the audience. Audiences don't penalise speakers for glancing at notes—they care about clarity and delivery. The real mistake is trying to memorise everything, which creates unnecessary stress. Professionals at companies like Goldman Sachs or Deloitte often carry structured notes to ensure flow without losing authenticity. The key is to avoid reading word-for-word and instead speak naturally to main points. Mini-Summary: Notes provide direction and reduce stress. Reading word-for-word damages authenticity, but reference notes enhance confidence. Why is reading or memorising speeches ineffective? Reading entire speeches is disengaging. Audiences quickly tune out when delivery sounds like a monotone recitation. Memorising 30 minutes of text is equally flawed—it strains memory and removes spontaneity. Modern leaders need flexibility, not rigid scripts. Instead, professionals should memorise key ideas, not sentences. Political leaders and CEOs alike rely on talking points, not full manuscripts, to stay natural and adaptable. In Japan, executives trained in Dale Carnegie programs learn to communicate with presence, not performance. Mini-Summary: Reading or memorising word-for-word suffocates engagement. Focus on key points to remain natural, flexible, and credible. How can evidence strengthen your presentation? Audiences are sceptical of sweeping statements. Without proof, leaders risk credibility damage. Evidence—statistics, expert testimony, and case studies—adds authority. A claim like “our industry is growing” has little weight unless supported with 2025 market research or benchmarks from firms like PwC or Bain & Company. In Japan's cautious corporate culture, data-backed arguments are particularly vital. Numbers, trends, and customer case studies reinforce trust, especially during Q&A sessions where credibility is tested. Mini-Summary: Evidence turns opinion into authority. Leaders should support claims with facts, statistics, and expert sources to maintain credibility. Why is rehearsal so important? Practice transforms delivery. Presenting to trusted colleagues provides feedback and confidence. But avoid asking vague questions like “What do you think?” Instead, request specifics: “What was strong?” and “How can it improve?” This reframes feedback into constructive insight. At global firms, leaders often rehearse in front of teams or communication coaches before critical investor calls or town halls. Japanese executives, known for precision, benefit greatly from structured rehearsal before presenting to boards or government stakeholders. Mini-Summary: Rehearsal reduces anxiety and strengthens delivery. Ask targeted questions to turn feedback into actionable improvement. Do you always need visual aids? Not necessarily. Slides are valuable only if they add clarity. Overloaded decks weaken impact, but visuals with people, trends, or key figures make content memorable. A simple chart highlighting one data point can be more persuasive than 20 dense slides. Visuals also act as navigation, allowing presenters to recall main points naturally. At firms like Apple or Tesla, minimalist visuals emphasise storytelling over clutter—an approach business leaders worldwide can adopt. Mini-Summary: Visual aids should clarify, not confuse. Use them sparingly to highlight key ideas and support storytelling. How should professionals control nerves before speaking? Nervous energy—“butterflies”—is natural. The solution is physical and mental preparation. Deep, slow breathing lowers heart rate and calms the body. Some professionals walk briskly backstage to burn excess energy, while others use pep talks to raise intensity. Finding a personal ritual is key. Research in workplace psychology shows that controlled breathing and physical grounding improve focus. Japanese executives presenting at high-stakes shareholder meetings often use discreet breathing exercises before stepping on stage. Mini-Summary: Anxiety is natural. Breathing, movement, and mental preparation channel nerves into productive energy. Why should you never imitate other speakers? Authenticity wins. Copying others produces inauthentic delivery and limits growth. Instead, leaders should develop their own voice through practice and feedback. Life is too short to be a poor copy of someone else. Famous communicators like Steve Jobs or Sheryl Sandberg became iconic not by imitation but by honing unique, authentic styles. The same is true in Japan: executives respected for leadership presence stand out because they are genuine. Mini-Summary: Don't copy others. Develop a natural, authentic style that reflects your personality and strengths. Conclusion: How do guidelines transform your presentation career? Public speaking is not an optional skill—it defines leadership impact. By applying nine guidelines—using notes, avoiding reading, focusing on key points, backing claims with evidence, knowing more than you say, rehearsing, using visuals wisely, controlling nerves, and being authentic—professionals protect and elevate their personal brands. Key Takeaways: Notes guide, but don't read word-for-word. Memorise ideas, not sentences. Use evidence to back claims and build authority. Rehearse with feedback for confidence. Visuals should enhance, not clutter. Control nerves with breathing and energy rituals. Authenticity beats imitation every time. Leaders at all levels should take action now: seek training, rehearse deliberately, and present with authenticity. Don't waste years avoiding public speaking. The sooner you embrace it, the faster your leadership brand grows. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Introduction We're often told that presentations should feel like chatting with a friend—relaxed, natural, and conversational. That sounds appealing, but does it really convince a CEO in a Tokyo boardroom? Will a casual tone carry weight with industry experts or win over a cautious client? The truth is, a one-size-fits-all “chatty” approach is risky. In Japan, where formality and credibility remain essential in business, presenters must strike a balance: relaxed enough to engage, but professional enough to earn authority. Why can a conversational style backfire in business presentations? A conversational style can work in casual contexts, but in high-stakes business settings it often undermines credibility. Imagine presenting to the executive committee of a multinational like Toyota or Rakuten. Go too casual, and leaders may conclude you aren't serious. Japanese clients in particular interpret excessive informality as disrespect. While warmth and natural delivery are important, professionalism must remain the anchor. In business, you're not simply sharing ideas—you're signalling competence, respect, and authority. Mini-summary: Relaxed delivery alone risks damaging credibility; Japanese business audiences expect professionalism at the core. How should presenters tailor their style to different audiences? The key is tailoring. Use too much jargon, and non-experts will be lost. Simplify too much, and specialists will feel patronised. Executives often want clarity and actionable insights without drowning in detail, while technical experts demand precision and depth. In Japan, tailoring is also cultural—hierarchical audiences require more formality than peer-level discussions. The bridge between conversational and professional delivery is knowing what level of detail and tone will make each audience feel respected and included. Mini-summary: Success comes from matching tone and depth to the audience's expectations, knowledge, and culture. What techniques help combine professionalism with engagement? Professional doesn't mean boring. Presenters can bring energy through vocal variety—powering in and powering out to highlight key points. Natural gestures reinforce words, and steady eye contact builds trust. Storytelling, especially when drawing on personal successes and failures, creates authenticity. Japanese audiences, like those elsewhere, appreciate vulnerability blended with authority. These techniques give structure and credibility without stiffness. The audience doesn't just hear information—they feel it, remember it, and are more likely to act. Mini-summary: Energy, stories, gestures, and eye contact create engagement without sacrificing professionalism. How can evidence be presented persuasively without losing the audience? Persuasion requires evidence, but raw numbers rarely stick. The solution is layering data with vivid comparisons. For example, instead of saying “1,000 metres,” frame it as “ten football fields.” A massive volume becomes “an Olympic swimming pool.” This technique transforms abstract data into something instantly visual. Global companies like Microsoft and Hitachi use these methods in Japan to make presentations resonate across diverse audiences. When evidence is paired with imagery, logic with testimonials, facts with examples, the argument becomes both credible and memorable. Mini-summary: Pair data with vivid comparisons to make evidence persuasive, memorable, and audience-friendly. What role does inspiration and energy play in presentations? When the goal is to inspire action, energy is non-negotiable. If the presenter isn't passionate, why should the audience be? Word pictures—describing a future where adopting your idea leads to market share growth or operational efficiency—make abstract gains concrete. In Japan, where business leaders are cautious decision-makers, showing both vision and bottom-line impact is critical. Energised delivery motivates executives, while clear business benefits convince them to move forward. Mini-summary: Energy and vivid imagery inspire Japanese audiences to see both vision and bottom-line benefits. How does clarity of purpose determine the right balance? The first decision in any presentation isn't about slides—it's about purpose. Are you aiming to inform, persuade, inspire, or entertain? Each requires a different style. Information-heavy sessions can lean conversational but must be precise. Persuasion requires structured evidence. Inspiration demands energy and vision. Entertainment allows more humour and informality. Without clarity of purpose, style and delivery will be mismatched to audience needs. In Japan's formal business culture, aligning purpose with delivery is what makes presentations credible, memorable, and impactful. Mini-summary: Decide whether to inform, persuade, inspire, or entertain—this choice drives every delivery decision. Conclusion Presentation success in Japan doesn't come from blindly following the “chatty and relaxed” rule. It comes from clarity of purpose, cultural awareness, and skilful balance. Relaxed style can humanise a presenter, but professional authority earns trust. By tailoring to the audience, energising delivery with stories and vocal variety, layering evidence with vivid comparisons, and aligning tone with purpose, speakers win both attention and respect. In 2025's business world, where leaders demand substance but audiences also crave connection, mastering this balance is the hallmark of a truly effective presenter.

Why leadership requires sensing and feeling, not just knowing, in 2025 Managers often prioritise what they “know,” while leaders rely more on what they “sense” and “feel.” This distinction, popularised by executive coach Marcel Danne, is more than semantics—it highlights a profound difference in mindset. As of 2025, with Japan navigating demographic challenges, digital disruption, and global uncertainty, the ability to sense and adapt has become more critical than simply knowing facts. What's the difference between managers and leaders in decision-making? Managers tend to focus on knowing first—building confidence through data, self-education, and sheer hard work. Leaders, however, prioritise sensing first—tuning into people, context, and emotions before deciding. In practice, this means managers often bulldoze forward with certainty, while leaders pause to feel and reflect before acting. In Japan, this distinction matters. Hierarchical firms often elevate those who “know,” but the complexity of 2025 requires leaders who can sense subtle shifts in markets, teams, and cultures. Mini-Summary: Managers lead with knowledge; leaders lead with sensing. In 2025 Japan, sensing is critical for navigating complexity. Why are managers often so confident in their own answers? Managers often rely on personal effort: self-education, long hours, and relentless execution. This creates confidence, even ego, but often without much self-awareness. Many managers assume the path is clear because they've worked hard to “know” it. This overconfidence mirrors Western corporate cultures where rugged individualism is prized. But in Japan, such confidence can clash with collaborative norms. A “my way or the highway” mindset alienates teams, undermining innovation and engagement. Mini-Summary: Managerial confidence stems from effort and ego, but without self-awareness, it risks alienating teams—especially in Japan. Why do Japanese firms prioritise questions over answers? Japanese business culture values asking the right questions more than having immediate answers. To a Western-trained manager, this seems counterintuitive, but it ensures decisions reflect collective wisdom. Leaders in Japan often pause to ask: Are we even solving the right problem? This contrasts with the West, where speed and decisiveness are praised. In 2025, Japanese organisations that blend both—rigorous questioning plus timely execution—are best positioned for global competition. Mini-Summary: In Japan, leaders prioritise asking the right questions before jumping to answers, ensuring collective wisdom shapes decisions. How do feelings reshape leadership effectiveness? Managers often dismiss emotions as distractions. Leaders, however, integrate feelings into decision-making. Dale Carnegie's Human Relations Principles emphasise empathy, appreciation, and understanding as essential leadership skills. Leaders who sense how people feel can adjust tone, timing, and messaging. In 2025, with hybrid work and employee burnout prevalent, emotional intelligence is more critical than ever. Companies like Hitachi and Sony are embedding empathy into leadership development to retain talent and drive innovation. Mini-Summary: Feelings, once ignored by managers, are now essential for leaders managing hybrid workforces and avoiding burnout. Can leaders evolve from “knowing” to “sensing”? Yes. Leaders can shift by gradually reordering their priorities. Many, like myself, began as managers focused on knowing and execution. Over time, through feedback and reflection, feelings and sensing moved to the forefront. For example, Dale Carnegie training encourages leaders to practice empathy, appreciation, and active listening. These skills shift behaviour from control to collaboration. Even small changes—like pausing before responding—signal growth. Mini-Summary: Leaders can evolve from knowing-first to sensing-first through training, reflection, and small behavioural changes. What should leaders do today to balance sensing and knowing? In 2025, leaders must balance data with empathy. This means: Asking the right questions before chasing answers. Listening actively to signals from teams and markets. Using knowledge as a foundation but not the driver. Modelling humility and curiosity in decision-making. Executives at firms like Toyota and Rakuten illustrate this blend, combining rigorous data with people-first leadership. Leaders who fail to evolve remain stuck in outdated managerial mindsets. Mini-Summary: Leaders must balance sensing and knowing by listening, questioning, and modelling humility—skills critical in 2025 Japan. Conclusion The difference between managers and leaders lies in order of priority: managers know first, leaders sense first. In Japan's complex 2025 environment, sensing, feeling, and questioning matter more than simply knowing. Leadership is a journey of self-discovery—moving from rugged individualism to collaborative sensing. The challenge for executives today is clear: are you still managing by knowing, or are you leading by sensing? About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why trust is the ultimate driver of long-term sales success in Japan Salespeople everywhere know that trust is essential for winning deals, but in Japan, trust is the difference between a one-off sale and a lifelong customer. Research shows that 63% of buyers prefer to purchase from someone they completely trust—even over someone offering a lower price. In a market where relationships outweigh transactions, trust doesn't just support sales, it builds loyalty. Why does trust outweigh price in Japanese sales? While discounting may win a deal, it doesn't create loyalty. Trust, on the other hand, generates repeat business. The cost of building trust is far lower than repeatedly slashing prices to close deals. Buyers in Japan, who are highly attuned to signs of insincerity, quickly detect opportunistic sales tactics. When they find a salesperson who is genuinely trustworthy, they hold on tightly. This is why successful firms in industries from pharmaceuticals to IT services prioritise building trust-based partnerships over price competition. Global research and local practice confirm that loyalty is rooted in belief, not bargains. Mini-Summary: Trust is more powerful than price in Japan because it creates repeat business and loyalty, while discounting only secures short-term wins. What mindset builds long-term customer loyalty? The salesperson's mindset determines whether buyers see them as a partner or a pusher. A focus on long-term relationships rather than one-off transactions changes everything. When salespeople think in terms of “partnership” and “reorder,” communication becomes more genuine, reassuring buyers that their interests are respected. In Japan, this long-term orientation aligns with cultural norms of reliability and stability. Buyers expect a salesperson to stand by them through multiple cycles, not just disappear after the first contract. Sales leaders at companies like Toyota and Hitachi have reinforced this by emphasising repeat business as a performance metric, not just one-time deals. Mini-Summary: A partnership mindset—focused on reorders and long-term success—creates loyalty and aligns with Japanese business culture. How do buyers sense a salesperson's true intention? Buyers are experts at detecting hidden agendas. If a salesperson approaches with a “win-lose” attitude, buyers sense it immediately. Past purchasing mistakes make buyers cautious and wary of being taken advantage of. By contrast, when salespeople project genuine interest in mutual success, buyers relax and open the door to trust. The key is consistency: every action, from initial meetings to after-sales support, must reinforce the message that the salesperson is invested in a “win-win” relationship. Mini-Summary: Buyers intuitively sense whether a salesperson is seeking a win-win or win-lose deal. Only the former leads to loyalty. What drives buyer loyalty beyond trust? Loyalty is both emotional and behavioural. It stems from the buyer's belief that the salesperson is reliable, competent, and focused on their success. The trust-loyalty equation can be expressed as: Trust + Relationship = Buyer Loyalty At one extreme sits the “product pusher,” chasing maximum price before moving on. At the other extreme is the “trusted advisor,” dedicated to mutual benefit and long-term collaboration. The question every salesperson must ask is: where do you sit on this scale? Mini-Summary: Buyer loyalty comes from the combination of trust and relationship, positioning the salesperson as a trusted advisor rather than a product pusher. What are the five drivers of trust in sales? To earn loyalty, salespeople must master five trust drivers: Intention: Always seek win-win outcomes. Competence: Deliver reliable solutions that meet buyer needs. Customer Focus: Prioritise the buyer's success as the path to your own. Communication: Provide clarity, manage expectations, and follow through. Value Creation: Continuously add value that goes beyond the product. In sectors like finance and healthcare, where risk is high, these drivers determine whether clients commit for the long term. Without them, loyalty cannot be sustained. Mini-Summary: Trust is built on intention, competence, customer focus, communication, and value creation—five pillars every salesperson must master. What should leaders do to embed loyalty in sales teams? Organisational culture matters as much as individual behaviour. Some firms claim to be “customer-first,” but internally reward only short-term sales. Leaders must align messaging and incentives with trust-building behaviours. Salespeople working in trust-driven environments are more motivated, more professional, and more successful. If a company does not encourage loyalty-driven practices, sales professionals may need to move to one that does. In Japan's competitive market, those who embody trust and loyalty enjoy longer, more rewarding careers. Mini-Summary: Leaders must create environments that reward trust-building, or risk losing both customers and talented salespeople. Conclusion Customer loyalty is built on trust, not discounts. For salespeople in Japan, adopting a win-win mindset, projecting genuine intentions, and mastering the five drivers of trust are essential to becoming a trusted advisor. Companies that encourage loyalty-focused behaviour will thrive, while those stuck in transactional models will struggle to sustain growth. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

ย้อนกลับไปในปลายยุค 1980 ญี่ปุ่นเคยเป็นผู้ผลิตชิปมากกว่าครึ่งหนึ่งของโลก ในเวลานั้น ไม่ว่าจะเป็นคอมพิวเตอร์, เครื่องใช้ไฟฟ้า, หรือแม้แต่รถยนต์ ชิ้นส่วนสำคัญหลายอย่างล้วนมาจากญี่ปุ่นทั้งสิ้น ชิปหน่วยความจำ หรือ DRAM ของญี่ปุ่นเป็นที่ต้องการไปทั่วโลก บริษัทอย่าง NEC , Toshiba , Hitachi , Fujitsu , และ Mitsubishi เป็นเหมือนเสาหลักที่ค้ำจุนอุตสาหกรรมนี้ไว้ ทำให้ญี่ปุ่นเป็นมหาอำนาจทางเทคโนโลยีอย่างแท้จริงในยุคนั้นเลยก็ว่าได้ แต่เรื่องราวของมหาอำนาจที่ยิ่งใหญ่ มักมีจุดพลิกผันเสมอ… ปัจจุบัน ส่วนแบ่งการตลาดชิปทั่วโลกของญี่ปุ่นเหลือไม่ถึง 10% เท่านั้นเอง เกิดอะไรขึ้นกับ “ดินแดนอาทิตย์อุทัย” แห่งนี้กันแน่? เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ #Rapidus #ญี่ปุ่น #เซมิคอนดักเตอร์ #ชิป #2nm #สงครามชิป #เทคโนโลยี #นวัตกรรม #เศรษฐกิจญี่ปุ่น #TSMC #IBM #การลงทุน #อุตสาหกรรมเทคโนโลยี #โรงงานชิป #ฮอกไกโด #วิเคราะห์ธุรกิจ #geekstory #geekforeverpodcast

Hitachi Ltd. President and CEO Toshiaki Tokunaga said Monday that the major Japanese heavy machinery maker plans to expand its investment in the United States.

Hitachi Ltd. put a 100-million-dollar next-generation train car plant in Maryland into full-scale operation on Monday.

As enterprises scale their AI initiatives, leaders face mounting challenges in balancing compute demands, sustainability goals, and hybrid cloud strategies. Many organizations rush to secure GPUs and cloud resources without accounting for hidden costs, data bottlenecks, and sustainability trade-offs. In this episode of the AI in Business podcast, Emerj Editorial Director Matthew DeMello speaks with Jason Hardy, Chief Technology Officer of AI at Hitachi Vantara, about the realities of scaling AI infrastructure at the enterprise level. Want to share your AI adoption story with executive peers? Hitachi Vantara is a wholly owned subsidiary of Hitachi, Ltd. that provides data infrastructure foundations that help leading innovators manage and leverage their data at scale. Through data storage, infrastructure systems, cloud management and digital expertise, the company helps customers build the foundation for sustainable business growth. To learn more, visit www.hitachivantara.com. Click emerj.com/expert2 for more information and to be a potential future guest on the ‘AI in Business' podcast! If you've enjoyed or benefited from some of the insights of this episode, consider leaving us a five-star review on Apple Podcasts, and let us know what you learned, found helpful, or liked most about this show! This episode is sponsored by Hitachi Vantara. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1.

September 4, 2025 ~ Paul Eisenstein, editor of Headlight.news, joins Kevin after Governor Whitmer announced Astemo Ltd. is planning a $95 million investment in Wixom and a Hitachi subsidiary will open in west Michigan.

What do you learn when you place an agent in charge of HR for 30,000 people? How is the concept of minimum viable agent changing the way agentic AI gets deployed? How do you control and measure performance in agents - and clamp down on proliferation? Hitachi Digital Services CTO Premkumar Balasubramanian opens up to HFS Research Executive Research Leader David Cushman. HDS is learning from its internal deployments of agentic AI at scale. Grounding on an internal knowledge base, applying rigorous evaluations, and keeping humans in the loop are all mandatory. Among the key discussion points: The need for open telemetry and a single-pane view to control proliferation and control costs.The risk of a new tech debt delivered through agent sprawl.Coming soon: HARK Agents focused on reliability, responsibility, observability, and optimality - to jumpstart the enterprise journey. Embrace agentic AI but do so with strong governance, measurement, and observability to maintain control at scale.

In this episode, I am joined by Charles Southwood, Regional GM of Denodo Technologies, a company recognised globally for its leadership in data management. With revenues of $288M and a customer base that includes Hitachi, Informa, Engie, and Walmart, Denodo sits at the heart of how enterprises access, trust, and act on their data. Charles brings over 35 years of experience in the tech industry, offering both a long-term view of how the data landscape has evolved and sharp insights into the challenges businesses face today. Our conversation begins with a pressing issue for any organisation exploring generative AI: data reliability. With many AI models trained on vast amounts of internet content, there is a real risk of false information creeping into business outputs. Charles explains why mitigating hallucinations and inaccuracies is essential not just for technical quality, but for protecting brand reputation and avoiding costly missteps. We explore alternative approaches that allow enterprises to benefit from AI innovation while maintaining data integrity and control. We also examine the broader enterprise pressures AI has created. The promise of reduced IT costs and improved agility is enticing, but how much of this is achievable today and how much is inflated by hype? Charles shares why he believes 2025 is a tipping point for achieving true business agility through data virtualisation, and what a virtualised data layer can deliver for teams across IT, marketing, and beyond. Along the way, Charles reflects on the industry shifts that caught him most by surprise, the decisions he would make differently with the benefit of hindsight, and the one golden rule he would share with younger tech professionals starting their careers now. This is a conversation for anyone who wants to understand how to harness AI and advanced data integration without falling into the traps of poor data quality, overblown expectations, or short-term thinking.

Last time we spoke about Operation Downfall. The Allies, under General Krueger, initiated a decisive campaign to clear the Japanese from Luzon. As they faced the entrenched Shobu Group, challenges included treacherous terrain and a resilient enemy. Simultaneously, Japan braced for an invasion, mobilizing reinforcements and devising defensive strategies to ward off the impending Allied assault. As July approached, General Yamashita's forces prepared to execute a final breakout, but progress was hampered by relentless guerrilla attacks and adverse weather conditions. With Operation Downfall looming, Allied troops focused on strategic landings in Kyushu and Honshu, driven by a relentless determination to defeat the Japanese militarily. The intense battles of Luzon became a precursor to this monumental operation, marking a turning point in the Pacific War.  This episode is The Siege of Japan Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  Boy I have been waiting a long time to come to this point. One of the most significant events in human history that deeply affects us to this very day. Nuclear war is as much a threat today as it was during the cold war. The dropping of the Atomic bombs on Hiroshima and Nagasaki were deeply complicated events fraught with issues of morality. It goes without saying whether or not the bombs needed to be dropped, their actual impact on the surrender of Japan and so forth are still issues hotly debated to this very day. I have spoken on the issue countless times on my personal channel and podcast, but I figure to do this subject justice I will create a full episode for it. Thus in this episode we are going to just cover what happened, but rest assured I will come back to this later on. As we last explored, following the successful invasion of Luzon in the Philippines, along with the fall of Iwo Jima and Okinawa, American forces began preparing for the final invasion of the Japanese Home Islands. This operation was codenamed Operation Downfall. One key initiative leading up to this invasion was a comprehensive air-sea blockade and bombardment campaign against Japan itself. Previously, we detailed the extensive firebombing and precision bombing efforts executed by General LeMay's 21st Bomber Command. However, during this crucial period, the B-29 Superfortress bombers undertook a distinct operation under the codename Starvation. This single operation would be one of the largest factors that contributed to the surrender of Japan and its one most people have never heard of. In July 1944, Admiral Chester W. Nimitz proposed a bold plan to use B-29 Superfortress bombers to mine the waterways surrounding the Japanese Home Islands. Although Generals Henry H. Arnold and Walter Hansell expressed concerns that this mining campaign could distract from the B-29's primary role as a strategic bombardment aircraft, they eventually agreed to assign one bomber group to focus on aerial mining when conditions permitted. On December 22, Hansell's 21st Bomber Command was directed to formulate a naval mining program aimed at executing between 150 to 200 sorties each month, which was set to begin in April 1945. However, by this time, General Curtis LeMay had taken command of the 21st Bomber Command. LeMay was notably enthusiastic about the idea and successfully recommended to Washington an upgraded mining program that aimed to deploy up to 1,500 mines each month using a full B-29 wing. LeMay viewed aerial mining in a different light than Arnold or Hansell, seeing it as a vital extension of strategic bombing. He recognized that most of Japan's war production materials, as well as a significant portion of its food supplies, were imported from regions such as China, Southeast Asia, and the Dutch East Indies. Japan's industrial heartland is primarily found on Honshu, its largest and most industrialized island, while Shikoku, another island, also lacks essential resources such as iron ore and high-quality coal. These crucial materials were sourced from Kyushu and Hokkaido, both of which are other Japanese islands. All these resources were transported by sea, so without easy access to raw materials, Japan's industrial output would come to a grinding halt. The only aircraft capable of deploying mines effectively where they were needed were the B-29s. Areas such as the Inland Sea, the Sea of Japan, and the Korean Peninsula were out of reach for other Allied aircraft. Additionally, Allied submarines could only venture into these perilous waters with great risk. Notably, about 80% of Japan's merchant fleet utilized the Shimonoseki Strait, a critical waterway that separates Kyushu from Honshu. Understanding the strategic advantage of closing this strait, LeMay decided to allocate an entire wing of B-29s specifically to mine this vital route. Brigadier General John Davies commanded the 313th Bombardment Wing, tasked with deploying approximately 2,000 naval mines each month into Japanese waters. The primary goals of this operation were to prevent essential raw materials and food supplies from reaching the Home Islands, hinder the supply and mobilization of Japanese military forces, and disrupt transportation routes in the Inland Sea of Japan. Between March 27 and April 12, Davies' bombers targeted key enemy shipping bases located in Kure, Sasebo, and Hiroshima. They also focused on the Shimonoseki Strait, a narrow and strategically important waterway that links the Inland Sea with the Tsushima Strait. Notably, after these attacks, this strait was successfully closed for two weeks. On May 3 and 5, the 313th Bombardment Wing laid down a total of 1,422 mines in the waters surrounding the Shimonoseki Strait, as well as near major urban centers like Tokyo, Nagoya, Kobe, and Osaka. These efforts aimed to severely disrupt maritime commerce between Japan's major industrial areas. Just a week later, the minefields expanded from the Shimonoseki Strait to include Kyushu, the southernmost of Japan's four main islands, and northwest Honshu, the largest island containing Tokyo. By the end of that month, these mines were proving remarkably effective, accounting for the sinking of more ships than Japanese submarines. In fact, within the Shimonoseki Strait alone, 113 ships had been sunk. Between June 7 and July 8, American forces expanded and fortified minefields along the western coast of Japan while also replenishing the existing minefields in the Shimonoseki Strait and the Inland Sea. During this effort, they successfully laid a total of 3,542 mines across 14 missions. The "total blockade" officially commenced on July 9 and continued until the end of the war. Throughout this period, American forces executed 474 sorties, dropping another 3,746 mines that replenished existing minefields and extended coverage to harbors in Korea. In total, Brigadier General Davies conducted 46 missions that laid down 26 minefields containing 12,135 mines. Remarkably, only 15 B-29s were lost during these operations. In turn, the mines accounted for the sinking or damaging of 670 Japanese ships, with a total loss of 1.25 million tons. This mining campaign effectively strangled Japanese industry, as the denial of essential raw materials to factories proved more disruptive than the direct bombing of the plants themselves.  Despite the clear vulnerability of Japan's economy to disruptions in coastal shipping, Japanese authorities were alarmingly unprepared to address the threat posed by air-dropped mines. By August 1945, Japan had committed 349 ships and 20,000 personnel to counter the Starvation campaign, but these efforts were overwhelmingly ineffective. The shipping crisis escalated to such a degree that searchlights and anti-aircraft batteries were redeployed from urban centers to defend expected mining targets. Additionally, suicide boats were employed in desperate attempts to clear the minefields. Royal Navy historian S.W. Roskill commented on the situation, stating, “The blockade had, in fact, been far more successful than we realized at the time. Although submarines initially played a critical role in enforcing the blockade, it was the air-laid mines that ultimately strangled Japan.” Japanese officials shared this assessment. A director from a Tokyo steel company reflected on the situation, noting that the denial of essential raw materials to factories caused far greater disruption than the direct bombing of the plants themselves. This contradicted the views of US Army Air Forces experts back in Washington. In a striking remark after the war, a Japanese minesweeping officer told American forces, “The result of B-29 mining was so effective against shipping that it eventually starved the country. You could have likely shortened the war by starting this campaign earlier.” Meanwhile, General LeMay continued his firebombing campaign against Japan. By the end of May, urban areas around Tokyo Bay had been devastated, prompting the 21st Bomber Command to shift focus westward toward the densely populated industrial complexes lining Osaka Bay. On June 1, 521 B-29s were dispatched to bomb industrial targets situated along the Yodo River, with an escort of 148 P-51 fighters. Unfortunately, an undetected thunderstorm struck en route, which meant only 27 P-51s reached Osaka, while another 27 crashed, and the remaining fighters had to return to Iwo Jima. Despite these complications, the B-29s bombed from altitudes ranging between 18,000 and 28,500 feet, successfully dropping 2,788 tons of incendiary bombs on Osaka. The attack resulted in the burning of 3.15 square miles, destroying 136,107 houses and 4,222 factories. Four days later, on June 3, 530 unescorted B-29 Superfortresses launched a bombing raid on the city of Kobe. Of those, 473 aircraft targeted the city, resulting in the destruction of 4.35 square miles. This devastating strike led to the demolition of 51,399 buildings, while another 928 suffered significant damage. The raid, however, came with losses, as 11 bombers were downed, and 176 were damaged in the operation. On June 7, 449 B-29s returned to Osaka. Despite facing heavy cloud cover that restricted visibility, they managed to burn an additional 2.21 square miles of the city, destroying another 55,333 buildings.  By the conclusion of General Curtis LeMay's maximum-effort area bombing campaign, the six most significant industrial cities in Japan, Tokyo, Nagoya, Kobe, Osaka, Yokohama, and Kawasaki, had been left in ruins. Major factories were either destroyed or severely damaged, while thousands of smaller household and feeder industrial units were consumed by flames. Casualty figures surged into six figures, leaving millions of people homeless. The evacuation of survivors further complicated efforts to secure labor for the factories that remained operational. Japan's air-raid protection system proved woefully inadequate to withstand a protracted siege by very heavy bombers. The system lacked sufficient organization, trained personnel, shelters, fire-fighting equipment, and facilities for relief and evacuation. Additionally, there was a significant deficiency in civilian indoctrination regarding emergency procedures. Under the relentless pressure of repeated major attacks, local Air Raid Precaution organizations collapsed, adding strain to an already overburdened imperial government. Japanese civilians, who had been conditioned by victory propaganda, displayed little of the discipline that helped German citizens endure years of aerial bombardment. As news of military defeats and the impact of B-29 precision strikes filtered into the great cities, residents began to lose confidence in their leaders' ability to protect them or care for the victims of the attacks. Abe Motoki, the Minister of Home Affairs at the time, later remarked, “I believe that after the raids on Tokyo on May 23-24, 1945, civilian defense measures in that city, as well as in other parts of Japan, were considered a futile effort.” Regarding the operational cost of this campaign for the 21st Bomber Command, it was not considered excessively burdensome. Over the course of 17 maximum-effort incendiary attacks, LeMay dispatched a total of 6,960 B-29s, which dropped 41,592 tons of bombs. The losses amounted to 136 B-29s, averaging only 1.9% of the sorties, a rate significantly lower than what had been endured in earlier months, and quite acceptable by the standards of conventional strategic bombing. Meteorologists predicted that the summer monsoon would keep Japan's skies covered with clouds for most of the upcoming months, from June to August. As a result, LeMay shifted strategies under what became known as the Empire Plan. This approach prioritized targeting industrial and military sites during daylight hours when the weather permitted, while secondary cities that had sufficient industrial capability became targets for nighttime area attacks. This change meant that since no single target warranted a full four-wing maximum effort, multiple missions could be scheduled in a single day. Accordingly, on June 9, 110 B-29s attacked three aircraft factories located in Narao, Atsuta, and Akashi. The strikes successfully destroyed the factories in Narao and Atsuta, but an unfortunate miscalculation led to the bombing of the town near Akashi. The following day, June 10, a force of 280 B-29s, escorted by 107 P-51 Mustang fighters, targeted six distinct sites in the Tokyo Bay area. The mission yielded significant results, with all targets sustaining heavy damage. Finally, on June 15, 516 B-29s were dispatched for one last firebombing raid against Osaka and the neighboring city of Amagasaki. In this combined assault, 444 bombers dropped over 1,350 tons of incendiary bombs, incinerating an additional 1.9 square miles in Osaka and more than half a square mile in Amagasaki. Starting on June 17, General Curtis LeMay's firebombing campaigns began to focus on medium-sized secondary cities across Japan. On that day, 477 B-29 Superfortresses targeted the cities of Omuta, Hamamatsu, Yokkaichi, and Kagoshima, burning a combined total of six square miles in these urban areas. The success of this initial multi-target mission ensured the continuation of the program, establishing an operational pattern that would remain standard during the final weeks of the war. In total, multiple incendiary attacks were conducted on sixteen occasions, averaging about two missions per week. Between June 17 and August 14, American forces carried out 8,014 sorties, dropping a staggering 54,184 tons of incendiaries across 58 secondary cities. On June 22, 446 B-29s were dispatched to strike six targets located in southern Honshu, including the crucial Kure Naval Arsenal. In this mission, 382 bombers released 2,103 tons of bombs, inflicting heavy damage to these essential manufacturing facilities. Just four days later, on June 26, a force of 510 B-29s, accompanied by 148 P-51 Mustang escorts, targeted locations in southern Honshu and the nearby island of Shikoku. However, dense clouds over much of the area complicated assembly and forced many aircraft to attack targets of opportunity individually or in small groups. As a result, adverse weather conditions would delay subsequent daytime raids until July 24.  In the coordinated strike program that commenced in June, the decision to focus on either the Empire Plan or urban industrial targets was largely influenced by weather conditions. As the program took shape, the 315th Bombardment Wing (VH) became available for combat operations. This wing operated somewhat independently from the other bomber units, with its activities significantly guided by the specialized equipment of its aircraft. Authorized for deployment in the Pacific in December 1944, the 315th settled at Northwest Field, Guam, during May and June. Its commander, Brigadier General Frank A. Armstrong, Jr., was a seasoned veteran of the strategic air offensive against Germany. The B-29s of the 315th Wing differed in two key respects from those of other units. They were equipped with the AN/APQ-7 (Eagle) radar, a sophisticated radar system designed for bombing, instead of the conventional AN/APQ-13 radar. The latter had primarily served as a navigational aid. While crews had become adept at using the AN/APQ-13 for night or poor-weather bombing, it lacked the precision necessary for accurate strikes. The Eagle radar, however, offered significantly greater definition and, although it required a long bomb run averaging seventy miles, this was not considered a serious hindrance in the tactical context of Japan. To further enhance its night-bombing capabilities, the Superfortresses had been stripped of all armament except for the tail gun. This modification, along with the Eagle radar, clearly marked the 315th as a dedicated night-bombing unit. There were various proposals for the use of these specially equipped B-29s, including high-altitude bombing, area bombing, and aerial mining. However, by the time the 315th Wing was ready for combat, the 313th Bombardment Wing had already gained proficiency in aerial mining, while all wings had become adept at area bombing using the AN/APQ-13. Training for the 315th had focused heavily on night radar tactics, with less emphasis on visual bombing and daytime formation flights. It was evident that if the Eagle radar was to undergo a thorough scientific evaluation, it should be tested against a specific set of targets that were preferably large in size and located along the coastline. In the view of the 21st Bomber Command, the oil industry met these requirements perfectly. The 315th Bombardment Wing initiated its specialized campaign on June 26 with a targeted strike against the Utsube Oil Refinery in Yokkaichi, the top-priority target. By August 14, the wing had conducted 15 additional missions against a total of 10 targets, which included various petroleum refineries and synthetic plants, such as the Maruzen Oil Company in Wakayama, Mitsubishi Oil Company in Kawasaki, and Nippon Oil Company plants spread across Akita, Kansai, Kudamatsu, and Amagasaki, as well as the Imperial Fuel Industry Company in Ube and Toa Fuel Industry in Wakayama. During the campaign, the 315th Wing dispatched a total of 1,200 B-29s, 1,095 of which successfully bombed their primary targets, dropping 9,084 tons of 500-pound general-purpose bombs deemed particularly effective against the scattered installations. The increase in bomb load capacity was made possible by stripping the planes of unnecessary equipment and conducting bombing missions individually at night. As the crews gained experience, they were able to increase the average weight carried from 14,631 pounds during the first mission to 20,684 pounds by August 9. Despite concerns about safety from removing most of the aircraft's armaments, only four planes were lost and 66 sustained damage throughout the campaign. The 20th Air Force estimated that the B-29 attacks led to the destruction of approximately 6 million barrels of tank storage capacity, and the United States Strategic Bombing Survey (USSBS) reported that refining capacity had been reduced from 90,000 barrels a day in December 1941 to around 17,000 barrels. However, the strategic impact was more apparent than real, as many storage tanks were empty and refinery production had fallen to just 4% of capacity before the very heavy bomber campaign began. The lack of precise intelligence regarding the state of Japan's economy had justified the emphasis on the oil program as a form of reinsurance. Nevertheless, the blockade had effectively severed the nation's oil resources, resulting in tankers remaining idle at the docks. On July 1, Admiral Halsey's 3rd Fleet departed San Pedro Bay to initiate the first preliminary strikes in preparation for Operation Olympic. This operation involved battleships and heavy cruisers conducting surface bombardments of industrial targets in eastern Japan, while lighter forces performed anti-shipping sweeps along the coast. Additionally, a fleet of submarines advanced ahead of Admiral McCain's Task Force 38 to eliminate picket boats and establish lifeguard positions. At 18:15 on July 9, the force began its 25-knot approach toward the Home Islands, launching its first strikes against the Tokyo area at 04:00 on July 10. A total of 1,732 sorties were executed, targeting locations from Koriyama to Hamamatsu, dropping 454 tons of bombs and 1,648 rockets over Honshu with negligible opposition. American airmen reported the destruction of 109 enemy aircraft and damage to 231 during these strikes.   Following this, Halsey's fleet moved north to bombard Hokkaido and northern Honshu, which were beyond the effective range of the B-29s and had previously evaded attack. At 05:59 on July 14, Rear-Admiral John Shafroth's Bombardment Group Able, consisting primarily of three battleships and two heavy cruisers, was tasked with attacking the Kamaishi Works of the Japan Iron Company. By midday, Shafroth's forces had opened fire on Kamaishi, marking the first surface bombardment of Japan by a hostile fleet in over 80 years. Between 12:10 and 14:19, a total of 802 16-inch shells, 728 8-inch shells, and 825 5-inch shells were expended, setting the town ablaze as key industrial and residential targets were hit and resulting in the sinking of one oil tanker, two barges, and one small ship in the harbor. Simultaneously, McCain's carriers closed to within 80 nautical miles of Japan, launching 1,391 sorties against Hokkaido and northern Honshu to target railways, shipping, and airfields, again facing only light resistance. In the ensuing strikes, American planes sank over 50,000 tons of shipping and naval craft, including the destroyer Tachibana, four minesweepers, eight naval auxiliaries, and around 20 merchant vessels, with significant losses occurring at Muroran and Hakodate. In addition, 25 enemy planes were destroyed, while American losses totaled 24 aircraft and 17 airmen, about half of whom were lost in combat. Task Force 38 launched another assault on July 15, executing 966 combat sorties that dropped 355 tons of bombs and expended 2,093 rockets. This operation resulted in the sinking of 65 vessels and damaging 128 others, as well as the destruction of 48 locomotives and damage to 28. Widespread destruction was inflicted on several facilities, particularly the Aomori–Hakodate railcar ferry system, which transported 30% of the coal between Hokkaido and Honshu. The strikes devastated the ferry system, sinking eight ferries, beaching eight more, and damaging two. In total, 70 auxiliary sailing colliers were sunk, and 11 were damaged, along with 10 steel freighters lost and 7 damaged. The ferry strikes were the brainchild of Halsey's operations officer, Captain Ralph “Rollo” Wilson. “When the first action reports began to sift in,” Halsey related: He snatched them up and pored over them; the ferries were not mentioned. Later reports also ignored them. Rollo was sulking and cursing when the final reports arrived. I heard him whistle and saw him beam. “Six ferries sunk!” he said. “Pretty soon we'll have ‘em moving their stuff by oxcarts and skiffs!”  Additionally, 20 city blocks in Kushiro were razed. The most significant outcome of these operations was the virtual severance of Hokkaido from Honshu. By the end of the raids, Halsey's 3rd Fleet had achieved the sinking of 140 ships and small craft, damaging 235 others, and destroying 38 planes while damaging 46. Meanwhile, Rear-Admiral Oscar Badger's Bombardment Group Baker, composed of three battleships, two light cruisers, and eight destroyers, was assigned to bombard Muroran. Between 09:36 and 10:25, this group fired 860 16-inch shells at the Nihon Steel Company and the Wanishi Ironworks, targeting both the coal liquefaction plant and coke ovens. This bombardment inflicted severe damage on those facilities and resulted in the destruction or damage of 2,541 houses in Muroran. As Hasley recalled “These sweeps and bombardments accomplished more than destruction. they showed the enemy that we made no bones about playing in his front yard. From now on, we patrolled his channels and shelled his coast almost every night that the weather permitted.” Additionally, Rear-Admiral James Cary Jones' four light cruisers conducted a sweep along the east coast of Honshu to hunt for Japanese shipping; however, they reported no contacts during their mission. Early on July 16, Task Force 38 retired east of Honshu to begin refueling and rendezvoused with Admiral Rawlings' Task Force 37, which agreed to operate closely as an additional task group for Admiral Halsey. At 03:50 on July 17, the two task forces began launching strikes against central Honshu despite adverse weather conditions. The American forces executed 205 sorties targeting the Mito area, while British aircraft flew 87 sorties against airfields and railyards along the northwest coast of Honshu. Despite the bad weather, several small craft and locomotives were destroyed, though the operation resulted in the loss of nine aircraft and four airmen. Later that afternoon, Halsey detached Badger's augmented Bombardment Group to attack Hitachi, a significant industrial and electronics-producing city. The 53-minute bombardment commenced in fog and rain at 23:14, during which 1,207 16-inch shells, 267 14-inch shells, and 292 6-inch rounds were expended against the Tago and Mito Works of the Hitachi Manufacturing Company, as well as the Yamate Plant and copper refining facilities of Hitachi Mine, resulting in severe devastation. On July 18, McCain's two leading carriers launched a total of 592 sorties against Yokosuka, specifically targeting the heavily camouflaged battleship Nagato at the naval base. The attacks resulted in the sinking of one old cruiser, one minesweeper, one submarine, one incomplete destroyer, and three patrol vessels, in addition to damaging one subchaser, one old destroyer, and one old battleship. Although Nagato was hit multiple times and suffered heavy damage, it managed to stay afloat. Meanwhile, three carriers also targeted airfields and other opportunities in Tokyo, while Task Force 37 attacked a seaplane base at Kitaura and airfields at Nobara, Naruto, Chosi, Kanoike, Natori, and Kitakawa. The recent raids resulted in the destruction of 43 enemy planes and damage to 77 others on the ground, along with the destruction of three locomotives and the derailing of four electrified train cars by rockets. However, the American forces incurred losses of 14 aircraft and 18 aircrew, as the 3rd Fleet flyers reported encountering the fiercest anti-aircraft fire they had yet experienced. Additionally, Rear-Admiral Carl Holden's four light cruisers were detached during the night to sweep shipping off Sagami Bay and to target the radar site at Cape Nojima. On July 21, Captain Thomas Hederman's Destroyer Squadron 61, consisting of nine destroyers, was assigned to conduct another anti-shipping sweep off Sagami Bay. Pursuing four radar contacts, the destroyers engaged targets at midnight on July 22, firing guns and torpedoes from 7,000 yards. This action resulted in the sinking of the 800-ton freighter No.5 Hakutetsu Maru and damaging the 6,919-ton Enbun Maru. In response, Japanese coastal artillery, the minesweeper W-1, and subchaser Ch-42 returned fire, but Hederman's squadron successfully retired without damage. Although minor in scale, the Battle of Sagami Bay would ultimately be the last surface action of the war. Meanwhile, as part of Operation Barney, a planned submarine penetration of the Sea of Japan, nine submarines succeeded in sinking 27 Japanese merchant vessels and one submarine, totaling 54,786 tons.  On June 8, the submarine Barb commenced her twelfth patrol, tasked with terrorizing the Sea of Okhotsk using her newly installed 5-inch rocket launchers. Over the following weeks, Skipper Commander Eugene “Luckey” Fluckey executed successful rocket bombardments on Shari, Hokkaido, and targets in Shikuka, Kashiho, and Shiritoru on Karafuto (southern Sakhalin), also employing the submarine's deck guns to destroy 35 sampans in the town of Kaihyo To. Observing Karafuto trains transporting military supplies to ports, Fluckey devised a plan to intercept these trains. Engineman Third Class Billy Hatfield recalled how, as a child, he had placed nuts on railroad ties and watched as the weight of passing trains cracked them between rail and tie. Realizing this principle could be adapted, he suggested rigging an automatic detonator. Fluckey had many volunteers for the mission, including a Japanese POW, and carefully selected Hatfield and seven others, deciding against leading the shore party himself. Just after midnight on July 23, 1945, Fluckey maneuvered Barb to within 950 yards of the Karafuto coast. Led by Lieutenant William Walker, the team launched two rubber rafts at 00:30. Before they left, Fluckey instructed them, “Boys, if you get stuck, head for Siberia, 130 miles north, following the mountain ranges. Good luck.” Upon reaching the shore, the Americans located the tracks and buried a 55-pound scuttling charge and battery beneath the rails, positioning it under a water tower they planned to use as a lookout. As Motor Machinist's Mate First Class John Markuson climbed up, he unexpectedly found he was scaling a sentry tower, causing him to retreat without alerting the sleeping guard. When a train passed, the team dove for cover before resuming their work after it had gone by. Shortly after 01:30, Walker's team signaled their return to Barb, which was now just 600 yards offshore. Fifteen minutes later, while the boats were halfway back, Fluckey heard the rumble of an approaching train. He hoisted a megaphone and urged the crew to “Paddle like the devil, boys!” At 01:47, a 16-car Japanese train struck Hatfield's detonator, resulting in a massive explosion that sent debris soaring 200 feet into the air and reportedly killed 150 Japanese. Minutes later, all eight Americans were safely aboard Barb, which then slipped back into the night, having successfully executed the only amphibious invasion of Japan during World War II. Returning to the main action, Halsey aimed to eliminate the remnants of the Combined Fleet at the heavily fortified Kure Naval Base. Consequently, Task Force 38 began launching the first of 1,363 sorties against ships and airfields in Kyushu, Shikoku, and Honshu, ringing the Inland Sea at 04:40 on July 24. A total of 599 tons of bombs and 1,615 rockets were unleashed over Kure, resulting in the sinking or damaging of 22 warships, which totaled 258,000 tons. Among the affected vessels were the battleships Hyuga, Ise, and Haruna; fleet carriers Amagi and Katsuragi; the escort carrier Kaiyo; heavy cruisers Tone and Aoba; as well as light cruisers Oyodo and Kitakami. In addition, another 53 vessels amounting to 17,000 tons were sunk at various locations, including Hiroshima Bay, Niihama, Bungo Channel, and Kii Channel. At Kobe, the incomplete fleet carrier Aso was also attacked and damaged. American Hellcats and Corsairs effectively swept aside Japanese aerial opposition, shooting down 18 enemy planes while destroying 40 aircraft and damaging another 80 on the ground. Furthermore, around the Inland Sea, 16 locomotives were destroyed and five were damaged, while 20 hangars sustained damage. Three oil tanks were set ablaze at Kure and one at Tano. Additionally, four electric trains and a roundhouse were strafed at Hamamatsu, and various military installations, including barracks, warehouses, power plants, and factories around the airfields, received significant damage. Simultaneously, Rear-Admiral Rawlings' Task Force 37 conducted 257 sorties against targets in Japan and the surrounding offshore areas, sinking the escort carrier Shimane Maru in Shido Bay, along with a number of destroyers, small escorts, and coasters. Meanwhile, Jones' light cruisers swept through the Kii Channel before bombarding the Kushimoto seaplane base and airfields at Cape Shionomisaki during the night. Supporting these efforts, General LeMay dispatched 625 B-29s against seven targets in the Nagoya and Osaka areas, successfully inflicting heavy damage on all of them despite the spotty weather, marking this as the last major attack on the Japanese mainland during the war, as two weeks of cloudy weather ensued. In the early hours of July 25, McCain's aircraft carriers resumed launching strikes against airfields and shipping in the Inland Sea and the Nagoya-Osaka areas. During this operation, they executed a total of 655 sorties, expending 185 tons of bombs and 1,162 rockets, successfully sinking nine ships totaling 8,000 tons and damaging another 35 vessels. The strikes also resulted in the downing of 21 Japanese planes, with an additional 61 aircraft destroyed on the ground and 68 damaged. After refueling on July 27, Halsey's carrier forces moved to launch points located 96 nautical miles off Shikoku. At 04:43 on July 28, they resumed strikes over the Inland Sea, focusing on targets from northern Kyushu to Nagoya, as well as airfields across Honshu along the Sea of Japan. This resulted in McCain flying a total of 1,602 sorties, dropping 605 tons of bombs and expending 2,050 rockets. These attacks sank 27 ships, amounting to 43,000 tons, including the battleships Ise and Haruna, the fleet carrier Amagi, and the Combined Fleet flagship Oyodo. Additionally, 78 vessels totaling 216,000 tons were reported damaged, among them the fleet carrier Katsuragi, heavy cruiser Tone, and light cruiser Kitakami. American pilots reported the destruction of 21 Japanese aircraft in the air and claimed 115 destroyed on the ground across 30 area airfields. They also successfully destroyed 14 locomotives, four oil cars, two roundhouses, three oil tanks, three warehouses, one hangar, and a transformer station. In support of these efforts, Task Force 37 conducted 260 sorties against the eastern Inland Sea, targeting the dockyard at Harima and sinking or severely damaging four corvettes at Maizuru. Meanwhile, the 7th Air Force's 11th and 494th Bombardment Groups carried out a day-long raid on Kure, successfully sinking the heavy cruiser Aoba. By sunset that evening, the Imperial Japanese Navy had effectively ceased to exist, though the cost for the Americans was steep, with losses amounting to 101 planes and 88 men since July 24. As Halsey moved east to target the Osaka-Nagoya area, Shafroth's reinforced Bombardment Group was detached on July 29 to bombard Hamamatsu. During the night, they successfully unloaded 810 16-inch shells, 265 14-inch shells, and 1,035 8-inch shells, damaging the Imperial Government Railway locomotive works, igniting a blaze at the Japanese Musical Instrument Company, and wreaking havoc on infrastructure along the critical Tokaido main line. The following day, McCain's carriers conducted 1,224 sorties against airfields in Osaka, Kobe, Maizuru, and Nagoya, expending 397 tons of bombs and 2,532 rockets. These strikes resulted in the sinking of 20 vessels totaling 6,000 tons and damaging another 56 ships. The pilots also claimed destruction of 115 enemy aircraft on the ground, while inflicting severe damage on numerous industrial targets, including aircraft factories and naval docks in Maizuru. In Miyazu Bay, the destroyer Hatsushino struck an air-dropped naval mine, marking the final loss of 129 Japanese destroyers sunk during the war. That night, seven destroyers advanced deep into Suruga Bay, unleashing 1,100 5-inch shells on Shimizu within seven minutes, successfully destroying or damaging 118 industrial buildings. Typhoon weather would impede the operations of the 3rd Fleet for the next two weeks, as Admiral Nimitz ordered Halsey to steer clear of southern Japan, which was set to become the target of a new and deadly weapon: the atomic bomb. The U.S. Army had begun its project to develop an atomic bomb on August 16, 1942, under the auspices of the Manhattan Project. The project was directed by Major-General Leslie Groves and involved renowned scientists such as Robert Oppenheimer, Enrico Fermi, Niels Bohr, Richard Feynman, and Albert Einstein. Over time, it expanded to include a design center at Los Alamos and two production facilities at Hanford and Clinton. By August 1945, the teams at Los Alamos had successfully designed, developed, and built a gun-type atomic bomb capable of forcing five pounds of uranium-235 against another 17 pounds at high speed, thereby achieving critical mass and releasing immense heat, light, blast, and radiation. The team was also experimenting with an even more powerful device: the plutonium bomb, which utilized an implosion method whereby a sphere of plutonium was compressed by conventional explosives to reach criticality. By early August, scientists had managed to produce enough nuclear material to create only one uranium device, known as Little Boy, and one plutonium bomb, referred to as Fat Man. Each weapon had the potential to annihilate an entire city, and American leaders were prepared to use them if it could compel the Japanese Empire to surrender without necessitating an invasion of Japan. A Targeting Committee led by Groves, consisting of Manhattan Project and Air Force personnel, recommended Hiroshima, Niigata, Kokura, and Nagasaki as primary targets.  Groves' Targeting Committee employed several criteria to select sites for atomic bomb targets. The chosen targets had to possess strategic value to the Japanese and be situated between Tokyo and Nagasaki. Additionally, the target needed to feature a large urban area with a minimum diameter of three miles and must be relatively untouched by previous bombings, ironically spared for potential atomic destruction at a later stage. A crucial condition was that, to the best of their knowledge, these areas should harbor no concentrations of Allied prisoners of war. However, this requirement was challenging to ascertain accurately due to a lack of reliable information about the locations of prisoners. Initially, the committee considered 17 candidates and selected five primary targets: Hiroshima, Yokohama, Kokura, Niigata, and Kyoto. On May 28, they narrowed the list to three: Kyoto, Niigata, and Hiroshima. Hiroshima was significant as it housed Hata's 2nd General Army headquarters and featured a large shipyard, while Niigata was a major industrial city with an important port. Moreover, Kyoto held considerable cultural and religious significance for the Japanese. Secretary of War Stimson, having previously cautioned General Arnold about the humanitarian consequences of targeting cities with incendiary bombings, insisted on removing Kyoto from the list after intense discussions with Groves. On July 21, President Truman concurred with Stimson during their meetings in Potsdam, deciding that Kyoto should be spared. Subsequently, Kokura, known for its large arsenal and ordnance works, replaced Kyoto. Additionally, LeMay's staff reportedly included Nagasaki as an alternate target due to potential weather issues, as it was home to Mitsubishi's arms factories, electric production facilities, ordnance works, and extensive dockyards, making it a valuable target. Meanwhile, a high-level civilian Interim Committee, under Secretary of War Henry Stimson, ultimately advised President Truman on the use of nuclear weapons, reasoning that their deployment would be no worse than the current incendiary bombing campaigns against Japan. The committee also recommended that an atomic bomb be deployed as soon as possible, without warning, to maximize shock value and target a "war plant… surrounded by workers' houses." Following a successful operational test of the experimental plutonium bomb conducted at Trinity on July 16, President Truman authorized General Spaatz to prepare for the bomb drops before August 3. Colonel Paul Tibbets' 509th Composite Group had been specially organized in secret since September 1944 to deliver nuclear weapons, and by June, it had arrived at Tinian under the command of LeMay's 21st Bomber Command. General Twinning replaced LeMay as commander of the 21st on August 1, and he would ultimately issue the direct orders for Tibbets to drop the atomic bomb. The atomic bomb mission had a convoluted command structure. The Joint Chiefs of Staff were largely left out of the chain of command. LeMay was Tibbet's nominal commander; however, Groves still had extensive control over the operation through his deputy Brigadier General Thomas Farrell on Tinian. The 21st Bomber Command would determine when the atomic bomb mission was launched, based on suitable weather conditions. Even at this stage, General of the Air Force Henry "Hap" Arnold and LeMay were still skeptical about the Manhattan Project; they thought B-29 incendiary and high-explosive bombing operations would suffice to end the war soon. LeMay even questioned the 509th CG pilots' ability to conduct the mission; he wanted seasoned Pacific B-29 veteran crews to drop the nuclear cargo. While the Imperial Japanese Army (IJA) and Imperial Japanese Navy (IJN) prepared for an impending invasion, the U.S. Army Air Forces (USAAF) continued its bombing campaign against Japan. The crews of the 509th Composite Group needed to acclimate to the navigational challenges, varied weather conditions, extensive distances, and the geography of the region, all while becoming accustomed to combat situations. Training commenced at Tinian on June 30, with conventional operational missions over Japan beginning on July 20. To prepare for their atomic missions, the crews trained with "pumpkins," which were specially constructed bombs designed to mimic the appearance and weight of nuclear weapons. This allowed them to practice handling and releasing the bombs. They also rehearsed navigational procedures, visual bomb release techniques, and dropping the weapon at an altitude of approximately 30,000 feet. Following the drop, the crew conducted high-speed, radical turns to evade the nuclear effects after detonation. During their first mission, a B-29 from the 509th sought an alternative target in Tokyo. The crew aimed to drop their 10,000-pound "pumpkin" on the Imperial Palace, but unfortunately, they missed their target. Had they succeeded in killing the emperor, it could have significantly impacted Japan's decision-making process, potentially fortifying the Japanese people's resolve to continue the war. Military leaders might have seized control in the aftermath, pushing their forces to keep fighting. Throughout their training, the units of the 21st Bomber Command intentionally avoided targeting Hiroshima, Niigata, Kokura, and Nagasaki during these practice runs. In total, Tibbets directed his crews on numerous combat missions that targeted 28 cities and involved the dropping of 49 "pumpkins." Remarkably, the 509th lost no aircraft during these operations. While Tibbets focused on perfecting the delivery method, the weapons Little Boy and Fat Man were being transported to Tinian. Some weapon assemblies were delivered by C-54 and B-29 aircraft from Kirtland Field near Albuquerque, while the cruiser Indianapolis delivered the fissionable material for Little Boy from San Francisco on July 26. Four days later, the submarine I-58 unexpectedly attacked the Indianapolis with six torpedoes while the cruiser was en route to Guam, successfully sinking it. Of the crew, 850 Americans survived the sinking, and another 316 were belatedly rescued by August 8. By July 31, most of the assembly of Little Boy had been completed. However, a detonation expert would need to emplace the cordite charges to fire the uranium "bullet" through the gun device to the uranium core after take-off, minimizing the risk of an inadvertent nuclear explosion in the event of a B-29 crash. Additionally, the crew carrying the atomic bomb had to exercise caution when descending once Little Boy was armed because the primary radar or a backup barometric fuse could potentially trigger an explosion if the aircraft descended too rapidly with the fuses in place. On August 2, B-29 crews arrived at Tinian with the assemblies for Fat Man. On that same day, General Twinning and President Truman approved the plan to bomb Hiroshima. Two days later, Colonel Tibbets briefed the crews about the mission, confirming that he would pilot the aircraft carrying the atomic bomb. Tibbets' B-29 No. 82, later named Enola Gay, was supported by three weather reconnaissance aircraft that reported conditions at Hiroshima, Kokura, and Nagasaki, as well as two additional B-29s assigned to conduct scientific and photographic missions. At 02:45 on August 6, Enola Gay took off from Tinian, with diversionary attacks by 604 B-29s throughout Japan also scheduled for that day, as coordinated by Twinning. After passing through Iwo Jima at approximately 05:55, Captain William Parsons and Second-Lieutenant Morris Jeppson armed the bomb at 07:30. Throughout the journey, the B-29s ascended slowly, reaching an altitude of over 30,000 feet as they crossed Shikoku and Honshu, finally reaching Hiroshima at 31,060 feet. At 09:12, Tibbets executed his final approach from the 'initial point', flying east-west over the city towards the intersection of the Ota and Motoyasu Rivers. Approximately at 09:15, Little Boy was released, and Enola Gay immediately began its turn away to escape the impending explosion. However, the bomb mistakenly descended towards the Shima Surgical Hospital rather than the intended target, the Aioi Bridge. At 09:16, Little Boy detonated at an altitude of 1,890 feet, just as Tibbets was about six miles away from the blast point. As a result of the atomic blast, the immediate area around the epicenter was heated to an astonishing 1 million degrees Celsius, instantly incinerating or vaporizing all people, animals, buildings, and other items within that zone. Hiroshima police officials estimated that immediate casualties amounted to 71,379 individuals who were either killed or reported missing. In the surrounding areas, the blast effects crushed unreinforced structures before igniting them, resulting in an additional 68,023 wounded, with 19,691 of those injuries classified as serious. Subsequent assessments, potentially incorporating the impacts of radiation sickness or more precise accounting, recorded 30,524 individuals as seriously wounded and 48,606 as slightly wounded. Just two minutes after detonation, a growing mushroom cloud of highly radioactive dust and debris soared to a height of 20,000 feet. Within eight minutes, Tibbets' crew could observe the mushroom cloud from 390 miles away. Ultimately, the dust cloud peaked at approximately 60,000 feet in altitude. Soon after, a thick, black, radioactive rain fell upon the areas beneath the cloud. The center of the city was utterly devastated; over four square miles of the urban center, which encompassed seven square miles in total, were completely flattened, resulting in about 60% of the city's area being destroyed. An additional 0.6 square miles suffered damage, while more than 75% of the city's 90,000 buildings were obliterated. The ensuing fires compounded the devastation, contributing to countless deaths and injuries. Tragically, some American prisoners of war were present in Hiroshima and lost their lives in the explosion. Meanwhile, Enola Gay safely returned to Tinian at 14:58, where Tibbets was awarded the Distinguished Service Cross, while the rest of the crew received Distinguished Flying Crosses for their participation in the mission. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Japan was broken. To be perfectly honest she had been broken long ago. Her leadership had been spending months trying to figure out the best possible way to surrender, while the civilians and troops were suffering horribly. Aerial mining strangled her of food, high explosive and incendiary bombs, killed untold scores of people, and then the Atomic weapons were let loose upon her. It was over.

In this week's edition of the Flavors of Northwest Arkansas podcast, we're up in Rogers at the Uptown Kitchen and Taphouse talking with Co-owner/Operator Seth McDaniel... but before we hear from him?!?! FOOD NEWS!! 72 restaurants are participating in Fayetteville Restaurant Week. We'll tell you how Black Apple Hard Cider is celebrating their 10th birthday on Sunday. The Fayetteville Farmer's Market will have a Watermelon Fest soon. Happy first year anniversary to the Leroy! We'll tell you how and when they'll be celebrating it. Nomad's Southtown will be open a bit longer. The newest Slim Chickens has opened at their first location. We'll explain. Someone tried to make Richard's Country Meat Market a drive-thru this weekend. Seth McDaniel was an information systems consultant for Hitachi for years. It kept him on the road constantly, and he got tired watching his kids grow up on a webcam, so he got out. What led him to wanting to open a kitchen and taphouse? It's an interesting story and has everything to do with his travels. Seth had zero restaurant or bar experience, other than sitting on the other side of it, so he bought into a chain that was different. VERY different. In fact, it was only an unproven concept at the time. It included 100 beers on tap, and he ended up being one of the flagships for the chain, until he broke away from that chain. He'll talk about that process and how he was able to do it. That's how Uptown Kitchen and Taphouse was born. Seth will talk about its growth, and HIS growth in the restaurant business. In many cases, he had to learn the hard way and he talks about it next, here on the Flavors of Northwest Arkansas.

The 5 Hidden Blocks Keeping Leaders From Their Full Potential (Download PDF) - https://drive.google.com/file/d/1g9VVsN93_VNvFiyWsPlchp5p49DujHxG Join Our Masterclass - https://www.ariansamouie.com/retreat-masterclass-formArian's Links:Website: https://ariansamouie.com/Instagram: https://www.instagram.com/arian_samouie/Tiktok: https://www.tiktok.com/@arian_samouie/LinkedIn: https://www.linkedin.com/in/arian-samouieArian, The Mindset Mentor, teaches ambitious people to master themselves with neuroscience-backed tools, empowering you to overcome burnout and imposter syndrome, and navigate any reality with confidence and purpose. Together, we'll unlock your potential, enhancing your decision-making abilities and leadership skills while fostering deeper and more authentic relationships.Andreas Links:Company Website: https://a3culturelab.com/LinkedIn: https://www.linkedin.com/in/andreawanerstrand/ (15.9k)Instagram: https://www.instagram.com/andreawanerstrand/TikTok: http://tiktok.com/@andrea_wanerstrandAndrea Wanerstrand is a seasoned leadership strategist, executive coach, and founder of A3 Culture Lab, with over 25 years of experience inside global giants like Microsoft, Meta, T-Mobile, and Hitachi. She helps leaders shift from burnout to bold influence through her Mindset Maven Method and A3 philosophy: Authentic, Autonomous, and Accountable. Andrea has designed programs that have impacted leaders from more than 100 countries. She blends neuroscience, behavioral strategy, and sharp business insight to drive powerful cultural change. Her work enables organizations to build high-performing, human-centric workplaces where people truly thrive.

AGNTCY - Unlock agents at scale with an open Internet of Agents. Visit https://agntcy.org/ and add your support.   In this episode of Eye on AI, Craig Smith sits down with Jason Hardy, Chief Technology Officer for AI at Hitachi Vantara, to explore what it really takes to deploy AI at scale in the enterprise, beyond the hype.   Jason shares how Hitachi is building a pragmatic, outcomes-driven AI platform through Hitachi iQ. From working with NVIDIA to integrating agentic AI into operations, this conversation unpacks the infrastructure, mindset, and strategies needed to move AI projects from experimentation to production.   Whether you're navigating AI adoption, battling with data readiness, or looking to build your own LLM-powered applications, this episode offers invaluable insights from a company that's actually doing it globally, sustainably, and at scale.   Stay Updated: Craig Smith on X: https://x.com/craigss Eye on A.I. on X: https://x.com/EyeOn_AI     (00:00) Preview (02:10) The Role of CTO for AI at Hitachi Vantara (05:38) Applying AI Across Manufacturing, Energy & Transport (09:54) What Is Pragmatic AI? (13:21) Infrastructure Demands of Generative AI (14:47) Why Most AI Projects Fail (20:25) Inside the Hitachi iQ Platform & NVIDIA Partnership (25:42) Building a Model-Agnostic, Hybrid AI Stack (32:08) Beyond Selling GPUs: Delivering Real AI Outcomes (38:09) Supporting Hybrid Deployments Across Cloud and On-Prem (42:02) Rethinking ROI: Failure as a Strategic Advantage (47:44) Agentic AI and the Future of Autonomous IT Workflows (49:37) Five Core Domains of Agentic AI at Hitachi (53:02) Making AI Infrastructure Sustainable (56:48) Hitachi's Vision for the Future of Enterprise AI

Explore how Hitachi Construction Machinery is transforming manufacturing through digital innovation.

Business with Purpose & Feeding Halifax: Featuring Ryland Clark of Hitachi Energy In our latest segment of Ten Minutes of Truth, we had the privilege of sitting down with Ryland Clark, Community Relations & Engagement Manager at Hitachi Energy, South Boston, VA, and a member of the Halifax County Industrial Development Board.We had no idea just how deeply Ryland—and Hitachi as a whole—were touching lives across Halifax County. From supporting recovery and re-entry efforts to feeding food-insecure families through Feeding Halifax, their quiet but powerful impact runs deep.In this short segment, Ryland shares what he's learned from the Engaging Halifax Study and speaks to the vital role businesses can play in helping individuals rebuild their lives after substance use or incarceration. He also explains how the Industrial Development Board is creating job pathways for returning citizens, turning compassion into economic opportunity.And here's the thing: Ryland stayed an extra 30 minutes after our official interview—because there was more to say. More stories. More heart. More hope. Shawn felt it was too important to miss and recorded a second segment that will move you and challenge you to see the power of partnership.Shawn shared, “This is exactly how Ten Minutes of Truth can stand beside leaders like Ryland and organizations like Hitachi—by lending our platform to help feed Halifax and support second chances.” Want to get involved? Reach out to Ryland Clark at Hitachi Energy or contact the Halifax County Industrial Development Board to see how your business can make a real impact. Listen to this short segment today on Ten Minutes of Truth with Shawn A. Barksdale, available on all major podcast platforms and on Facebook at Ten Minutes of Truth and Boots On The Ground.Let's stand together—for recovery, for second chances, and for a Halifax where no one is forgotten.#TenMinutesOfTruth #RylandClark #HitachiEnergy #FeedingHalifax #HalifaxCounty #RecoveryAndReentry #CommunityLeadership #BootsOnTheGround #EngagingHalifax #BusinessWithHeart #SecondChances #PodcastWithPurpose

This episode we are covering the end of the reign of Naka no Oe, aka Tenji Tennou.  We cover the events in the Chronicles, including the death of Nakatomi no Kamatari, the creation of the Fujiwara family, the destruction of Goguryeo, and the continued development of the Baekje refugees. For more, check out the podcast blog at: https://sengokudaimyo.com/podcast/episode-128 Rough Transcript Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is episode 128: Immigrants, Princes, and High Officials. There was a pall over the house, despite the visiting royal retinue creating something of a stir,.  While craftspeople were still hard at work repairing damage from the lightning strike only a few months earlier, that wasn't the reason for the low spirits.  Rather, the house was worried for their patriarch, the Naidaijin, Nakatomi no Kamatari.  He had fallen ill, and despite all the pleas to the kami and the Buddhas , it seemed the end might be near. And so even the sovereign himself had come.  Kamatari was not just a loyal official, but  a close friend of the sovereign, someone who had been there since the beginning.  And so we can imagine how Naka no Oe felt.  He may have been the sovereign of Yamato, but he was still a human being, visiting his friend of some 30 or so years, knowing that for all of the power that he held, there was nothing he could do against the ravages of time and disease.     The year is 668—Naka no Oe has moved the capital to Ohotsu, on the banks of Lake Biwa, and has formally assumed the throne. This episode we are going to cover the last several years of Naka no Oe's reign.  In contrast to last week's dive into Yamato science, this week is going to be a bit of a grab bag, looking at what was going on in Yamato and talking about what was recorded in the Chronicles. And for the most part, the entries for the rest of the year 668 are fairly normal, and yet there are some oddities… For instance, in the fourth month we are told that Baekje sent Mitosapu and others to offer tribute.  And any other time that would be just a normal thing.  Except that at this point in history, Baekje was about as going a concern as a parrot in a Monty Python sketch.  So if the Kingdom of Baekje was no longer a thing, who was it that was sending the tribute? Most likely it was the Baekje communities in exile living in the archipelago.  Remember how many of them had settled around Biwa and in 666, two thousand Baekje people were settled somewhere in the East.  These immigrants  were still being supported by the Yamato government, who were basically subsidizing their settlement for the first three years, during which time they would be expected to make it into a permanent settlement. Based on the way the Chronicles talk about it, these early Baekje communities sound like they were maintaining a kind of kingdom in exile.  With many immigrants from Baekje living together in proximity, they were likely keeping their own groups, with their own language and traditions, at least for now.  It would be interesting to know if there were specific Baekje settlements that have been identified through the archaeological record.   That said, we definitely see Baekje's mark on the archipelago: Physically, there are the Baekje style castles, and various temples following Baekje style layouts.  Of course there were also continental building styles, but some of that was shared across multiple cultures at this point, and one should consider how much Baekje influence might have been found in things that we later see as Japanese. Additionally, Baekje nobles were involved in the court, often given court rank based in part on their rank in Baekje, though it wasn't quite equivalent.  Still,  in time, some of the nobles would trace their lineages back to Baekje nobles and princes. Speaking of princes and Baekje, on the fifth day of the fifth month of 668 —a day that would come to be known as Ayame no hi, or Tango no Sekku, one of the major days of court ceremony—Naka no Oe went out hunting on the moor of Kamafu, known today as Gamou district, near Kanzaki, where 400 Baekje people had been settled.  He was out there with the Crown Prince, his younger brother, aka Prince Ohoama, and all the other princes and ministers.  A grand outing. A month later, however, tragedy struck.  One “Prince Ise” and his younger brother died on consecutive days.  While this was undoubtedly a blow to the court, the interesting thing for our purposes – which also highlights the challenge of interpreting the Chronicles is that we aren't exactly sure who this is referring to.  It's not the first time we've seen this title: we first see a “Prince Ise” show up around 650, during the presentation of the white pheasant that ushered in the Hakuho era, but we later see that that individual had passed away in 661.  We also see the name show up less than 20 years later in the Chronicles for another prince, so this can't be the same.  So this is clearly a position or title for a prince, but it isn't clear if it was passed down or inherited.   One possibility is that “Prince Ise” or “Prince of Ise” was a title for one of the royal sons. IAt this point in the narrative, Naka no Oe had three sons.  Prince Takeru had passed away at the age of 8, but he also had Prince Kawajima, Prince Shiki, and Prince Iga, aka Prince Ohotomo, all sons of “palace women”.  We know, though, that these princes show up later, so I don't think the so-called Prince Ise was one of them.  Perhaps another line?   The term “Prince” might also refer to something other than a royal son.  You see, English translators have often been somewhat cavalier with the way we tend to render titles.  The English term “Prince” has  been used for “Hiko”, “Miko”, or “Ou” (which was probably pronounced “Miko” in many of these cases).  And in English, we often think of “Prince” as the son of a king, but “Prince” can also be an independent ruler of a principality, or may just refer to a person with power in a monarchic state.  Even the term “king” is not unambiguous—early European accounts of Japan during the Warring States period often refer to the various daimyou as “kings”, given the often absolute dominion with which they apparently ruled their particular domains. At this time, the term “Miko”  (also pronounced “ouji”, or “koushi”, or even “sume-miko”) seems rather unambiguously to refer to a “royal prince”, from the lineage of the sovereign.  The term “Ou”, which also seems to be read as “Miko” in some cases, is also the term for “King” and probably more broadly fits the concept of a “prince” as a ruler.  However, in this case, it seems to be equal to the term “Miko”, and may have been used almost interchangeably for a time, though later it would be used to refer to members of princely rank who were not directly related to a reigning sovereign—the grandchildren and so forth of royal princes who did not go on to inherit. In this case, I think the best we can say for certain is that Prince Ise—or the Prince of Ise—was someone important enough to be included in the chronicles – but who he was, exactly, will remain a mystery for now. The following month, the 7th month, was chock full of activities.  First of all, Goguryeo sent envoys by way of Koshi—meaning they landed on the Japan Sea side, probably around Tsuruga.  While this may just have been closer, I suspect it meant they avoided any Tang entanglements traveling through the Bohai sea.  They did run into a spot of trouble, however, as the winds and waves prevented their return. Koshi also shows up as presenting some strange gifts to the court:  burning earth and burning water.  There is some thought that maybe this is something like coal or natural oil deposits. We are also told that in this month, Prince Kurikuma was appointed the governor of Tsukushi.  Kurikuma no Ou appears to have been the grandson—or possibly great-grandson—of the sovereign, Nunakura, aka Bidatsu Tennou.  The position Kurikuma was given was important, of course, overseeing the Dazai, which meant overseeing anyone traveling to the archipelago from the continent. This would be a relatively short-lived appointment—this time.  He would be re-appointed about three years later, which would prove important, as he would be governor there during some particularly momentous events.    Stories appear to have continued about him in the Nagasaki region, and various families traced their lineage back to him. Also in that month, we are told that Afumi, home of the new capital, practiced military exercises—likely in preparation in case of a future Tang or Silla invasion.  Recall we discussed in Episode 126 how the choice of Afumi as a capital site might have been related to its defensibility in the event of such an invasion. At the same time, the court entertained Emishi envoys, and the toneri, by royal command, held banquets in various places. There is also mention of a shore-pavillion, presumably at Lake Biwa, where fish of various kinds came, covering the water.  Interestingly enough, there is another story of a “shore pavilion”, likely the same one, in the Fujiwara Family Record, the Toushi Kaden.  We are told that Prince Ohoama – Naka no Oe's younger brother spiked a large spear through a plank of wood in some kind of feat of strength.  This apparently shocked Naka no Oe, who saw it aa  kind of threat—perhaps seeing that his five-years younger brother was still hale and healthy.  Granted, Naka no Oe was only in his 40s, but his brother Ohoama was in his later 30s.  We are also told that at this time, in 668, Naka no Oe was apparently not doing so well, with people wondering if he would be with them much longer. The Toshi Kaden account seems rather surprising in that it claims Naka no Oe was so shocked by this proof of his brother's vitality that he wanted to have him put to death, suggesting to me that he felt that Ohoama might be a threat to him and his rule.  Ultimately, though, he was talked out of this by his old friend, Nakatomi no Kamatari – the one whom he had plotted with to overthrow the Soga, and whose relationship was initiated by an interaction on the kemari field, as we discussed in Episode 106. Speaking of whom: Nakatomi no Kamatari was still Naijin, the Inner or Interior Minister, and so  quite prominent in the administration. In the 9th month, as a Silla envoy was visiting the court, Kamatari sent Buddhist priests Hoben and Shinpitsu to present a ship to the Prime Minister of Silla, which was given to the Silla envoy and his companions, and three days later, Fuse no Omi no Mimimaro was sent with a ship meant for the King of Silla as well. This incident is also recounted in the Toshi Kaden.  In this case it says that the people, hearing about the gifts to Silla, were quite upset.  After all, it stands to reason:  Yamato was still smarting from their defeat at the hands of Tang and Silla forces, and building up defenses in case of an attack.  They'd also taken in a number of Baekje nobles and families, who may have also had some influence on the court.  We are told that Kamatari himself excused all of this by stating that “All under heaven must be the sovereign's land.  The guests within its borders must be the sovereign's servants.”  In this case, all under heaven, or “Tenka”, is a common phrase used to describe a monarch's sovereignty over everything in the land.  And so, while Silla envoys were in Yamato as guests, they also fell under similar rules, and as such were considered, at least by Yamato, as the sovereign's servants and thus worthy of gifts. The Silla envoys stayed for over a month.  They finally departed by the 11th month of 668, carrying even more gifts, including silk and leather for the King and various private gifts for the ambassadors themselves.  The court even sent Chimori no Omi no Maro and Kishi no Woshibi back with the envoy as Yamato envoys to the Silla court. This all tells us that just as the Tang were working to woo Yamato, Silla was likely doing so as well.  And while Yamato might still begrudge the destruction of Baekje, they also had to face the political reality that Baekje was probably not going to be reinstated again—especially not while the Tang government was occupying the peninsula. So making nice with both Tang and Silla was prudent. Furthermore, though they had been visited by Goguryeo envoys earlier that year, Yamato may have had some inkling that Goguryeo was not in the most powerful position.  Ever since the death of Yeon Gaesomun, the Goguryeo court had been involved in infighting—as well as fighting their external enemies.  One of Gaesomun's sons had been exiled and had gone over to the Tang, no doubt providing intelligence as well as some amount of legitimacy.  What they may not have known was that as Yamato was hosting the Silla envoys, a new assault by the Tang-Silla alliance was advancing on Pyongyang and setting siege to the city.  The Nihon Shoki records that in the 10th month of 668 Duke Ying, the Tang commander-in-chief, destroyed Goguryeo. This would dramatically change the international political landscape.  Tang and Silla had been triumphant—Yamato's allies on the peninsula had been defeated, and what we know as the “Three Kingdoms” period of the Korean peninsula was over.  However, the situation was still fluid.  The peninsula was not unified by any sense of the imagination.  The Tang empire had their strategic positions from which they controlled parts of the peninsula and from which they had been supplying the war effort against Goguryeo.  They also likely had to occupy areas to ensure that nobody rose up and tried to reconstitute the defeated kingdoms.  In fact, there would be continued attempts to revive Goguryeo, as might be indicated in the name we use: by the 5th century, the country was actually using the name “Goryeo”, a shortened form of “Goguryeo”, but we continue to refer to it as “Goguryeo” to distinguish it from the country of the same name that would be established in 918, laying claim to that ancient Goguryeo identity. A bit of spoilers, but “Goryeo” is where we would eventually get the name that we know the region by, today:  “Korea”.  In the Nihon Shoki it is referred to as “Gaori”. But none of that could have been known at the time.  Instead, there was no doubt some exuberance on the side of both Silla and Tang, but that would settle into something of unease.  With Baekje and Goguryeo destroyed, Silla may have thought that Tang would leave, allowing them to solidify their hold and manage those territories as an ally.  If this is what they thought, though, I'm not sure they had run it by the Tang empire just yet. In the Yamato court, there appear to have been separate factions: a pro-Tang faction, and also a pro-Silla faction.  We have to assume, based on the actions in the record at this time, that this was a ongoing debate. The last thing I'll note for the year 668 is attempted theft.  The Buddhist priest Dougyou stole Kusanagi, the famous sword forming part of the imperial regalia, and escaped with it.  Kusanagi, you may recall, was the royal sword.  It was named “Kusanagi” or “grass cutter” because it is said that when Prince Yamato Takeru was subduing the eastern lands, he was surrounded in a field that had been set on fire, and he used Kusanagi to create a firebreak by cutting down all of the grass around him.  The sword was given to him by Yamato Hime, the Ise Princess at the time, and it was thought to have been first found by the god Susanowo inside of the legendary Yamata no Orochi.  We talked about this in Episodes 16, 34, and 35.  Yamato Takeru left the sword in Owari, and it would eventually live there, at Atsuta Jingu, Atsuta Shrine, its traditional home. It isn't clear if Dougyou obtained the sword from Owari or if it was being kept in the capital at the time.  It would have likely been brought out for Naka no Oe's coronation, but then it would probably have been returned to the shrine that was holding it. Dougyou tried to head to Silla with his illicit goods, but wind and rain forced him to turn back around.  This is a fascinating story and there's a lot to dive into here. So first off, let's point out that this is supposed to be a Buddhist priest.  What the heck was going on that he was going to try to run a heist on what are essentially the Crown Jewels of the Yamato crown?  While the sword, mirror, and jewel were still somewhat questionable as the sole three regalia, they were clearly important.  We aren't given Dougyou's motives.  We don't know enough about him.  Was he anti-Yamato or anti-Naka no Oe?  Was he actually a Buddhist priest of his own accord, or was he a priest because he was one of those who had been essentially conscripted into religious orders on behalf of some powerful noble?  Was he a Buddhist who wanted to attack the hold of the kami? Was he pro-Silla, or perhaps even a Silla descendant, trying to help Silla? Or was he just a thief who saw the sword, Kusanagi, as a valuable artifact that could be pawned outside of Yamato? That last possibility feels off.  While we aren't exactly sure what Kusanagi looked like, based on everything we know, the sword itself wasn't necessarily blinged out in a way that would make it particularly notable on the continent.    And if Dougyou and whoever his co-conspirators were just wanted to attack the Yamato government, why didn't he just dump Kusanagi in the see somewhere?  He could have destroyed it or otherwise gotten rid of it in a way that would have embarrassed the government. It seems mostly likely that this theft had something to do with pro-Silla sentiment, as if Silla suddenly showed up with the sword, I imagine that would have been some diplomatic leverage on the Yamato court, as they could have held it hostage.  In any case, the plan ultimately failed, though the Chronicles claim it was only because the winds were against him—which was likely seen as the kami themselves defending Yamato. On to a new year.  At the start of 669, Prince Kurikuma (who we mentioned above) was recalled to the capital and Soga no Akaye was appointed governor of Tsukushi. We mentioned Akaye a couple of episodes back.  He was involved in the broken arm-rest incident, where Prince Arima was plotting against Takara Hime, aka Saimei Tennou, and Akaye's daughter Hitachi no Iratsume, was one of the formal wives of Naka no Oe, who would give birth to the princess Yamabe. Now Akaye was given the position of governor of Tsukushi. This position is an interesting one throughout Japanese history.  In many ways it is a viceroy—the governor of Tsukushi has to effectively speak with the voice of the sovereign as the person responsible for overseeing any traffic to and from the continent.  This also was likely a highly lucrative position, only handed out to trusted individuals. However, it also meant that you were outside of the politics of the court.  Early on that was probably less of a concern.  At this time, court nobles were likely still concerned with their traditional lands, which created their economic base, meaning that the court may have been the political center, but there was still plenty of ways to gain power in the archipelago and it wasn't solely through the court.  Over time, as more and more power accrued to the central court government, that would change.  Going out to manage a government outpost on the far end of the archipelago—let alone just going back to manage one's own estates—would be tantamount to exile.  But for now, without a permanent city built up around the palace, I suspect that being away from the action in the capital wasn't quite as detrimental compared to the lucrative nature of a powerful position.  Later, we will see how that flips on its head, especially with the construction of capitals on the model of those like Chang'an. For now, new governor Soga no Akaye was likely making the most of his position.  On that note, in the third month of 669, Tamna sent their prince Kumaki with envoys and tribute.  They would have come through Tsukushi, and Soga no Akaye likely enjoyed some benefits as they were entertained while waiting for permission to travel the rest of the way down to the Yamato capital.  The Tamna embassy did not exactly linger at the court.  They arrived on the 11th of the 3rd month, and left one week—seven days—later, on the 18th.  Still, they left with a gift of seed-grain made to the King of Tamna. On their way out, they likely would have again stopped in at Tsukushi for provisions and to ensure that all of their business was truly concluded before departing. A couple of months later, on the 5th day of the 5th month, we see another hunting party by Naka no Oe.  This seems to have been part of the court ritual of the time for this ceremonial day.  This time it was on the plain of Yamashina.  It was attended by his younger brother, Crown Prince Ohoama, as well as someone called “Fujiwara no Naidaijin” and all of the ministers. “Fujiwara no Naidaijin” is no doubt Nakatomi no Kamatari.  This is an interesting slip by the Chroniclers, and I wonder if it gives us some insight into the source this record came from.  Kamatari was still known as Nakatomi at the time, and was still the Naidaijin, so it is clear they were talking about him.  But historically his greatest reputation is as the father of the Fujiwara family, something we will get to in time.  That said, a lot of the records in this period refer to him as “Fujiwara”.  We've seen this previously—because the records were being written later they were often using a more common name for an individual, rather than the name—including title—that the individual actually would have borne at the time of the record.  This really isn't that different from the way we often talk about the sovereigns using their posthumous names.   Naka no Oe would not have been known as “Tenji Tennou” during his reign.  That wouldn't be used until much later.  And yet, many history books will, understandably, just use the name “Tenji” because it makes it clear who is being talked about. This hunting trip is not the only time we see the name “Fujiwara” creep into the Chronicles a little earlier than accurate: we are told that only a little later, the house of “Fujiwara” no Kamatari was struck by lightning.  But that wasn't the only tragedy waiting in the wings.  Apparently, Kamatari was not doing so well, and on the 10th day of the 10th month, his friend and sovereign, Naka no Oe, showed up to pay his respects and see how he was doing. Ever since that fateful game of kemari—Japanese kickball—the two had been fast friends.  Together they envisioned a new state.  They overthrew the Soga, and changed the way that Japan even conceived of the state, basing their new vision off continental ideas of statehood, governance, and sovereignty.  Now, Kamatari was gravely ill. What happens next is likely of questionable veracity Sinceit is unlikely that someone was there writing down the exact words that were exchanged, but the Chronicles record a conversation between the sovereign and his ill friend.  And the words that the Chroniclers put in their mouths were more about the image that they wanted to project.  According to them, Naka no Oe praised his friend, and asked if there was anything that he could do. Kamatari supposedly eschewed anything special for burial arrangements.  He supposedly said “While alive I did no service for my country at war; why, then, should I impose a heavy burden on it when I am dead?”  Hard to know if he actually felt like that or not, or if thr Chroniclers were likening him to  Feng Yi of the Han dynasty, the General of the Great Tree.  He was so-called because he would often find a tree to take time to himself.  He likewise was renowned for his dislike of ostentation, much like Kamatari foregoing a fancy burial mound. Five days later, Naka no Oe sent Crown Prince Ohoama to Kamatari's house to confer on him the cap of Dai-shiki, and the rank of Oho-omi.  They also conferred on him and his family a new surname:  Fujiwara, and so he became Fujiwara no Daijin, the Fujiwara Great Minister.  The next day he died.  One source known as the Nihon Seiki, said that he was 50 years old, but according to the Chronicles there was an inscription on his tomb that stated he died at age 55. Three days later, we are told that Naka no Oe went to the house of the now late Fujiwara no Naidaijin, and gave orders to Soga no Akaye no Omi, declaring to him his gracious will and bestowing on him a golden incense-burner.  This is somewhat odd, because as we were just talking about, Soga no Akaye had been appointed governor of Tsukushi, though the Toshi Kaden claims that it was actually Soga no Toneri who was in Tsukushi—but these could also mean the same people.  Why this happened right after Kamatari's death suggests to me that Soga no Akaye may have had something to do with the arrangements for Kamatari's funeral or something similar. Let's talk about this whole incident.  There are many that think the Nihon Shoki has things a bit out of order, and on purpose.  Specifically, it is quite likely that the name “Fujiwara” was actually granted after Kamatari's death, and not on the day of, as it has here.  He may even have been posthumously elevated.  But since the Fujiwara family would go on to be quite powerful, the order of events and how they were recorded would have been very important in the 8th century. By naming Kamatari's line the Fujiwara, the court were effectively severing it from the rest of the Nakatomi.  The Nakatomi family would continue to serve as court ritualists, but the Fujiwara family would go on to much bigger and better things.  This change also likely meant that any inheritance of Kamatari's would go to his direct descendants, and that a brother or cousin couldn't necessarily just take over as the head of the household.  So it's very possible that this “setting apart” of the Fujiwara family immediately upon Kamatari's death is a later fiction, encouraged by the rising Fujiwara themselves, in an attempt to keep others from hanging on to their coat tails, as it were. Also a quick note about the idea that there was an inscription on Kamatari's tomb.  This is remarkable because so far, we have not actually found any such markers or tombstones on burials prior to this period.  We assume that they would have been stone or wood markers that were put up by a mound to let you know something about the person who was buried there.  Over time, most of these likely wore away.  But it is interesting to think that the practice may have had older roots. The death of Kamatari wasn't the only tragedy that year.  We are also told that in the 12th month there was a fire in the Treasury, and that the temple of Ikaruga—known to us as Houryuuji, the temple built by Shotoku Taishi—also was burnt.  It isn't said how bad, but only three months later, in 670, another fire struck during a thunderstorm, and we are told that everything burned down—nothing was left. That said, it seems that they may have been able to reuse some of the materials.  I say this because an analysis of the main pillar of the pagoda in the western compound suggests that the tree it came from was felled in 594. The rest of 699 included some less dramatic events. For instance, in the 8th month, Naka no Oe climbed to the top of Takayasu, where he took advice as to how to repair the castle there.  The castle had been built only a couple of years earlier, but already needed repairs.  However, the initial repair project had been abandoned because the labor costs were too much.  The repairs were still needed, though, and they carried out the work four months later in the 12th month, and again in the 2nd month of the following year, and that stores of grain and salt were collected, presumably to stock the castle in case they had to withstand a siege. I suspect that the “cost” of repairing the castle was mostly that it was the 8th month, and the laborers for the work would have to be taken away from the fields.  By the 12th month, I can only assume that those same laborers would be free from their other duties. Speaking of costs, sometimes the Chronicles really make you wonder what was going through the mind of the writers, because they noted that the Land-tax of the Home Provinces was collected.  Maybe this was the first time it had actually been instituted?  I don't know.  It just seems an odd thing to call out. There was also 700 more men from Baekje removed and settled in Kamafu—Gamou District—in Afumi.  And then there was a Silla embassy in the 9th month, and at some point in the year Kawachi no Atahe no Kujira and others were sent to the Tang court.  In response, an embassy from the Tang to Yamato brought 2000 people with them, headed by Guo Wucong, who I really hope was getting some kind of premiere cruiser status for all of his trips. The following year, 700, started out with a great archery meeting, arranged within the palace gate.  I presume this to mean that they had a contest.  Archery at this time—and even for years to come—was prized more highly than even swordplay.  After all, archery was used both in war and on the hunt.  It is something that even the sage Confucius suggested that people should practice.  It is also helpful that they could always shoot at targets as a form of competition and entertainment. Later, on the 14th day of the 1st month, Naka no Oe promulgated new Court ceremonial regulations, and new laws about people giving way on the roads.  This rule was that those of lower status should get out of the way of those of higher status.  Funnily enough, in the description of Queen Himiko's “Yamateg”, back in the 3rd century, this was also called out as a feature of the country.  It is possible that he was codifying a local tradition, or that the tradition actually goes back to the continent, and that the Wei Chroniclers were projecting such a rule onto the archipelago.  I'm honestly not sure which is which.  Or perhaps they expanded the rules and traditions already in place.  There were also new laws about prohibiting “heedless slanders and foul falsehoods”, which sounds great, but doesn't give you a lot to go on. The law and order theme continues in the following month.  A census was taken and robbers and vagabonds were suppressed.  Naka no Oe also visited Kamafu, where he had settled a large number of the Baekje people, and inspected a site for a possible future palace.  He also had castles built in Nagato in Tsukushi, along the route of any possible invasion from the Korean peninsula. In the third month, we have evidence of the continued importance of kami worship, when they laid out places of worship close to Miwi mountain and distributed offerings of cloth.  Nakatomi no Kane no Muraji pronounced the litany.  Note that it is Nakatomi no Muraji—as we mentioned, the Nakatomi would continue to be responsible for ceremonial litany while the Imibe, or Imbe, family would be responsible for laying out the various offerings. Miwi would seem to be the same location as Miidera, aka Onjou-ji, but Miidera wouldn't be founded for another couple of years. In the 9th month of 670, Adzumi no Tsuratari, an accomplished ambassador by this point, travelled to Silla. Tsuratari had been going on missions during the reign of Takara Hime, both to Baekje and to the lands across the “Western Seas”.  While we don't exactly know what transpired, details like this can help us try to piece together something of the relative importance of the mission. In the last entry for 670, we are told that water-mills were made to smelt iron.  If you are wondering how that works, it may have been that the waterwheel powered trip hammers—it would cause the hammer to raise up until it reached a point where it would fall.  Not quite the equivalent of a modern power hammer, it still meant that fewer people were needed for the process, and they didn't have to stop just because their arms got tired. The following year, 671, got off to a grand start, with a lot of momentous events mentioned in just the first month of the year. First off, on the 2nd day of the first month, Soga no Akaye – now back from his stint as governor of Tsukushi - and Kose no Hito advanced in front of the palace and offered their congratulations on the new year.  Three days later, on the 5th day, Nakatomi no Kane, who had provided the litany at Miwi, made an announcement on kami matters.    Then the court made official appointments.  Soga no Akaye was made the Sadaijin, or Prime Minister of the Left, and Nakatomi no Kane was made Prime Minister of the Right.  Soga no Hatayasu, Kose no Hito, and Ki no Ushi were all made daibu, or high ministers.  On top of this, Naka no Ohoe's son, Prince Ohotomo, was appointed as Dajodaijin. “Dajodaijin” is a new position that we haven't seen yet, and it is one of those positions that would only show up on occasion.  It is effectively a *Prime* Prime Minister.  They were considered superior to both the ministers of the left and the right, but didn't exactly have a particular portfolio.  The Ministers of the Left and the Right each had ministries under them that they were responsible for managing.  Those ministries made up the Daijo-kan, or the Council of State.  The Dajodaijin, or Daijodaijin, was basically the pre-eminent position overseeing the Council of State.  I suspect that the Dajodaijin seems to have been the evolution of the Naidaijin, but on steroids.  Nakatomi no Kamatari had administered things as Naidaijin from within the royal household, but the Dajodaijin was explicitly at the head of the State.  Of course, Prince Ohotomo was the son of Naka no Oe himself, and the fact that he was only 23 years old and now put in a place of prominence over other ministers who were quite likely his senior, is remarkable.  I wonder how much he actually was expected to do, and how much it was largely a ceremonial position, but it nonetheless placed Ohotomo just below his uncle, Crown Prince Ohoama, in the overall power structure of the court. Speaking of which, following the new appointments, on the 6th day of the year, Crown Prince Ohoama promulgated regulations on the behalf of his brother, Naka no Oe.  There was also a general amnesty declared, and the ceremonial and names of the cap-ranks were described in what the Chronicles calls the Shin-ritsu-ryo, the New Laws. Towards the end of the first month, there were two embassies, both from now-defunct kingdoms.  The first was from Goguryeo, who reportedly sent someone named Karu and others with Tribute on the 9th day, and 4 days later, Liu Jenyuan, the Tang general for Baekje sent Li Shouchen and others to present a memorial.  I'm not sure if the Goguryeo envoys were from a government in exile or from a subjugated kingdom under Tang and Silla domination.  The Tang general in Baekje was a little more transparent.  That said, that same month we are told that more than 50 Baekje nobles were given Yamato court rank, perhaps indicating that they were being incorporated more into the Yamato court and, eventually, society as a whole.  That said, the remains of the Baekje court sent Degu Yongsyeon and others with tribute the following month. This is also the year that Naka no Oe is said to have placed the clepsydra or water clock in a new pavilion.  We talked about this significance of this last episode.  We are also told that on the third day of the third month, Kibumi no Honjitsu presented a “water level”, a Mizu-hakari.  This would seem to be what it sounds like:  A way of making sure that a surface is level using water.  There is also mention of the province of Hitachi presenting as “tribute” Nakatomibe no Wakako.  He was only 16 years old, and yet we are told he was only one and a half feet in height—one shaku six sun, more appropriately.  Assuming modern conversions, that would have put him approximately the same height as Chandra Dangi of Nepal, who passed away in 2015 but who held the Guiness World Record for the world's shortest person at 21.5”—or 54 centimeters.  So it isn't impossible. The fact that he is called “Nakatomibe” suggests that he was part of the family, or -Be group, that served the Nakatomi court ritualists.  Unfortunately, he was probably seen more as an oddity than anything else at the time.  Still, how many people from that time are not remembered at all, in any extant record?  And yet we have his name, which is more than most. In the following month, we are also told that Tsukushi reported a deer that had been born with eight legs.  Unfortunately, the poor thing died immediately, which is unfortunately too often the case. And then the fifth day of the fifth month rolled around again. This year there was no hunting, but instead Naka no Oe occupied the “Little Western Palace” and the Crown Prince and all of the ministers attended him.  We are told that two “rustic” dances were performed—presumably meaning dances of some local culture, rather than those conforming to the art standards passed down from the continent.  As noted earlier, this day would be one of the primary ceremony days of the later court. The following month, we are told that there was an announcement in regards to military measures requested by the messengers from the three departments of Baekje, and later the Baekje nobles sent Ye Chincha and others to bring tribute.  Once again, what exactly this means isn't clear, but it is interesting to note that there were three “departments” of Baekje.  It is unclear if this was considered part of the court, or if this was Baekje court in exile managing their own affairs as a guest in Yamato. It is also interesting that they seem to have been traveling to the Yamato court while Li Shouchen was still there, sent by the Tang general overseeing Baekje.  That must have been a bit of an awkward meeting.  We are told that they all took their departure together on the 11th day of the 7th month.  Does that mean they left with the Tang envoy?  Was the Tang inviting some of them to come back?  Or just that they all left the court at the same time. The same month, Prince Kurikuma was once more made Governor of Tsukushi—or possibly made governor the first time, depending on whether or not you think the Chronicles are accurate or that they pulled the same event twice from different sources.  We are also told that Silla sent envoys with gifts that included a water buffalo and a copper pheasant for the sovereign. The 8th month of the year, we hear that Karu of Goguryeo and his people took their leave after a seven month long visit.  The court also entertained the Emishi.  Two months later, Silla sent Kim Manmol and others with more tribute, but this envoy likely found a different feeling at court. And that is because on the 18th day of the 8th month, the sovereign of Yamato, Naka no Oe, took to his bed, ill.  There was a ceremony to open the eyes of 100 Buddhas in the interior of the palace, and Naka no Oe sent messengers to offer to the giant Buddha of Houkouji a kesa, a golden begging-bowl, an ivory tusk, aloeswood, sandalwood, and various objects of value, but despite any spiritual merit that may have accrued, it didn't seem to work.  Naka no Oe's illness continued to grow more serious.  He would continue to struggle for another two months, until, on the 3rd day of the twelfth month, Naka no Oe, aka Tenji Tennou, sovereign of Yamato, passed away. For all that we should be careful to avoid the “Great Man” theory of history, it is nonetheless hard to deny that Naka no Oe had an incredible impact on the country in his days.  From start to finish, while one could argue that many of the reforms were simply a matter of time as the archipelago absorbed more and more ideas from across the straits, Naka no Oe found himself in the middle of those reforms.  The Yamato State would never be the same, and he oversaw the birth of the Ritsuryo state, a new state nominally based on laws and rules, rather than just tradition.  It may not be entirely clear, but he also helped inculcate a new sense of the power of the sovereign and of the state, introducing new cultural imaginaries.  Yamato's reach wasn't just vague boasting, but by instituting the bureaucratic state they were able to actually expand the reach of the court farther than any time before. And through those changes, Naka no Oe had, in one way or another, been standing at the tiller.  Now, he was gone, as were many of his co-conspirators in this national project.  Which leaves us wondering:  What comes next? Well, we'll get to that, but not right now.  For now, let us close this episode with Naka no Oe's own end.   Next episode, we can get into the power struggles that followed, culuminating in an incident known as the Jinshin no Ran:  The Jinshin war. Until then, thank you once again for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website,  SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan.  

新鮮事、新奇事、新故事《一銀陪你聊“新”事》 第一銀行打造公股銀行首創ESG Podcast頻道上線啦 由知名主持人阿Ken與多位名人來賓進行對談 邀請您一起落實永續發展 讓永續未來不再只是想像 各大收聽平台搜尋：ㄧ銀陪你聊新事 https://sofm.pse.is/7qknax -- 小福利麻辣鍋-最強麻辣火鍋加豐盛Buffet，平日698起，美味通通無限享用！ 有頂級和牛、安格斯黑牛、天使紅蝦，多款海陸食材吃到飽！ 還有炸蝦天婦羅、職人炙燒握壽司、以及哈根達斯！ 美味一次滿足，請搜尋「小福利麻辣鍋」 https://sofm.pse.is/7qr2q9 －－－－以上訊息由 SoundOn 動態廣告贊助商提供－－－－ 全球對台灣晶片的依賴愈來愈深，「矽盾」的戰略意涵何在？它是保障、還是風險？在中美科技戰與地緣政治緊張的當下，台灣的企業與政府應如何應對這場大國競逐？聯電創辦人曹興誠在紀錄片「造山者」中受訪，當年進入工研院電子研究所參與RCA技術轉移計畫，被視為台灣半導體產業的起點。從工研院到創辦聯電，成為台灣第一家民營半導體業者，初期面對技術、市場與資金等挑戰，是如何克服的？是否有一個關鍵時刻改變了聯電的命運？曹興誠在1990年代主導聯電轉型為純代工模式，這樣的決策為何能成功？當時是否遭遇內部阻力？聯電與台積電有什麼本質上的差異？回顧工研院技術商轉與聯電的成功經驗，這套模式今天還適用於其他創新產業嗎？台灣半導體能有今天的成就，政府政策扮演了什麼角色？站在企業家與公民的雙重身分上，曹興誠對下一代台灣青年與創業者有什麼期待與建議？精彩訪談內容，請鎖定@華視三國演議！ 本集來賓：#曹興誠 #矢板明夫 主持人：#汪浩 以上言論不代表本台立場 #造山者 #聯電 #半導體 #AI 電視播出時間

Ann Latham is the Founder of Uncommon Clarity, a consulting firm helping professionals gain cognitive clarity. As a clarity consultant, she has worked with notable businesses, including Hitachi, Boeing, and Medtronic. Ann is also the author of The Power of Clarity, The Disconnect Principle, The Clarity Papers, and Uncommon Meetings. Her insights have appeared in The New York Times, Bloomberg, and Management Today. In this episode… The word “clarity” is used frequently in business contexts, but what does it mean? For entrepreneurs and leaders, clarity involves identifying your goals and methods for achieving them. How can you gain clarity in all aspects of your professional life? Widely recognized “Clarity Queen,” Ann Latham has discovered the common roadblocks to goal progression, including a lack of specificity and clear communication. She maintains the importance of gathering enough information to make informed decisions about the next steps. This involves identifying specific decisions and action steps and developing detailed plans to execute them. In this episode of the Lead Like a Woman Show, Andrea Heuston sits down with Ann Latham, the Founder of Uncommon Clarity, to discuss how to gain clarity in your professional life. Ann explains how to accelerate results and optimize communication in meetings, the takeaways from her TEDx talk, and insights from her books.

In part two of our conversation, Hitachi's CMO shares how even small teams can lead in the age of AI. Whether you're building executive events, redefining customer engagement, or grappling with your data strategy, this episode delivers clear frameworks, sharp insight, and hard-earned perspective.Arya Barirani returns to break down how to scale enterprise-level lessons into practical action. From the structure of an AI advisory board to the real-world implications of physical infrastructure, he unpacks what it takes to prepare your team—and your tech—for what's next.

In der heutigen Folge sprechen die Finanzjournalisten Anja Ettel und Holger Zschäpitz über einen lukrativen Kosmetikdeal bei Carbios, eine Robotaxi-Rallye bei Pony AI und strahlende Gewinne mit Atomaktien. Außerdem geht es um Nvidia, Tesla, Apple, PDD Holdings, Okta, Rheinmetall, Hensoldt, Renk, Leonardo, BAE Systems, L'Oréal, L'Occitane International, Strategy, MetaPlanet, Semler Scientific, Bitcoin, Boyaa Interactive, GameStop, Twenty One Capital, Trump Media und Technology, Cameco, Westinghouse, NuScale, Mirion Technologies, Mitsubishi Heavy Industries, Hitachi, IHI Corp., VanEck Uranium and Nuclear Technologies ETF (WKN: A3D47K) und WisdomTree Uranium and Nuclear Energy ETF (WKN: A40Y9J). Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter.[ Hier bei WELT.](https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html.) [Hier] (https://open.spotify.com/playlist/6zxjyJpTMunyYCY6F7vHK1?si=8f6cTnkEQnmSrlMU8Vo6uQ) findest Du die Samstagsfolgen Klassiker-Playlist auf Spotify! Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Send us a textCurious about how a tech leader's vision can redefine business operations and drive innovation? In this episode of Exchanges, a podcast by Hitachi Solutions, host Matt Volke sits down with Alex Rigaud, Vice President of Incubation Solutions, to explore his strategic vision after reaching 100 days with the company—a must-listen for anyone interested in the future of data, AI, and industry-specific solutions.You'll also hear firsthand insights from Dr. Michael Green, Director of Product Management, who delves into the Hitachi Solutions Empower Data Platform and its role in transforming data management. Nonika Bajaj, Industry Cloud Practice Lead, shares how Engage solutions are tailored to accelerate implementation across various sectors, and Stuart Morris, Director of R&D, talks about the latest AI advancements and their impact on business processes.Here's why you should tune in:Discover how Alex Rigaud's leadership is shaping the future of innovation at Hitachi Solutions, fostering collaboration and driving strategic initiatives.Learn about the Empower Data Platform's capabilities in centralizing data and enabling advanced analytics and AI for unparalleled business insights.Explore the Engage suite's industry-specific solutions designed to provide exceptional value and accelerate business transformation.Understand the role of AI and agentic solutions in managing data efficiently and extracting meaningful insights for strategic decision-making.Get a behind-the-scenes look at how Hitachi Solutions is leveraging technology to redefine business operations and create value for customers.If you want to stay ahead in the tech innovation space, this episode is packed with expert perspectives, actionable advice, and stories from the front lines of Hitachi Solutions' journey. Don't miss it!global.hitachi-solutions.com

This episode we are looking at the early years of the official reign of Naka no Oe, aka Tenji Tenno, including the building of a brand new capital on the shores of Lake Biwa. For more information, see: https://sengokudaimyo.com/podcast/episode-126 Rough Transcript Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is episode 126:  New Beginnings The local farmers couldn't help but talk.  There was so much construction, but it wasn't entirely clear what was being built.  The land between the mountains and the lake had been neatly groomed fields, but now that the government workmen had moved in, all of those fields were being cleared.  This new construction was much larger than anything that people had seen before.  Rocks were coming in from far flung quarries, and local kilns were being set up to create tiles, while woodcutters were sent into the forests to bring logs to the site. There were various stories about what was going on—a new provincial government office, or perhaps a new temple, but perhaps the most outlandish was that this was going to be some kind of royal palace.  The sovereign himself was taking in interest in this little slice of Afumi, and he was going to abandon the Home Territories of Yamato and bring his entire court to the shores of Lake Biwa. What a far-fetched story!  …Wasn't it? Last episode we recapped a lot of the history of Prince Naka no Oe and how he had come to this point: the Isshi Incident, the Taika reforms, as well as the reigns of his uncle, Prince Karu, aka Koutoku Tennou, and his mother, Takara Hime, aka Saimei Tennou.  With Takara Hime's death, Naka no Oe was now – finally, as he might have thought -- running things officially.  He had prosecuted the war in Baekje, and with that loss, he had turned his focus back to the archipelago.  He now had refugees to settle, and defenses to set up.  And then there were the embassies that would be coming, in an apparent attempt to normalize relations post-conflict.  That could only go so far, however, given that Tang and Silla had simply turned their war efforts against Goguryeo.  So one imagines that any diplomatic discussions were held with the understanding that the international order was still in flux. And so we arrive in the 8th month of 665, as some of the first defensive castles were being erected.  That same month, Tamna—the kingdom on the modern island of Jeju—sent ambassadors to the Yamato court.  The diplomatic ties between Yamato and Tamna were a relatively recent occurrence, but with Baekje gone, one wonders if Yamato wasn't feeling out a new alliance on the continent.  That said, Tamna does not appear to have been a major player on the international stage.    They had been a tributary of Baekje, and may have even been one of the last holdouts of the proto-Japonic language for a long time.  Indeed, a 15th century Joseon history records a foundation myth of Tamna that emphasizes close early ties with the Japanese archipelago. The following month saw another visit by Tang ambassadors, only a year after Guo Wucong had come to the court.  Guo Wucong had been wined and dined, and things seem to have gone well, as this time he returned, but he wasn't the one leading the embassy this time.  That honor went to Liu Degao, sub-prefect of Yizhou, among his many titles.  Yizhou is the same location where the previous missions from Yamato to the Tang court had made landfall.  Presumably, Liu Degao would have had experience with the embassies that passed through Yizhou, so he seems a logical choice to be sent over to the archipelago. This seems like an escalation, with a more titled ambassador leading the party. It is possible that the Tang were trying to not only reset their relationship with Yamato, but also attempt to woo them to their side.  The Tang likely knew that if they defeated Goguryeo, then they would have another problem to work out:  The alliance with Silla.  At the moment both Tang and Silla were in a partnership of convenience, but the Tang empire didn't get where it was by just giving up territory. And Silla was, itself, ambitious.  It would be in the Tang dynasty's best interest to have Yamato on its side in case Silla became a problem.  At the very least, the Tang court could have just been trying to make sure that Yamato would stay out of any continental entanglements, such as by supporting Goguryeo. Within the Yamato court, it is unclear which way, exactly, they were leaning at this point.  The court was clearly building defensive positions—fortresses and more.  At the same time, there were likely those who welcomed any return to stable relations with the Tang.  After all, there were still Wa in Chang'an and elsewhere, and there was still a hunger in the archipelago for the books and other goods that the Silk Road could provide.  On the other hand, they may have felt more at home with Goguryeo, or even Silla.  The bonds with the Korean peninsula were older and likely stronger.  And, as long as the Tang Empire was busy with other states, then perhaps they would be too preoccupied to attack Yamato. Liu Degao and his entourage had arrived at Tsushima on the 28th day of the 7th month.  They would have been put up there for a time, and entertained.  If this embassy followed later conventions, they would have likely pulled into a harbor, like the one near Kofunakoshi.  This is a narrow spot between the two parts of Tsushima, where we know that in the 9th century, ships from the Tang empire would stop, register goods and people, and likely have them transferred to Japanese ships.  All of the checking and cataloging would happen  at nearby Bairinji temple. Even if they didn't have to transport everything to another ship, it is likely that they would held at Tsushima for a while for security purposes.  Tsushima was ideal, both for its distance, halfway between the Korean peninsula and the Japanese archipelago, but also for its shape, with numerous places that ships could sit at anchor in secluded bays away from any weather or rough seas that could otherwise cause problems. We don't know exactly what the Tang embassy's stay was like, but we know that they were at Tsushima for roughly two months, which was probably the time it took to get a message to the Yamato court and back.  We know how long it was because we learn that it is on the 20th day of the 9th month that they finally made landfall at Tsukushi, or Kyushu, and two days later they forwarded a letter-case to the Yamato court. Two months later, we know they were at the court, as there was a banquet held for Liu Degao on the 13th day of the 11th month, and then a month after that, Liu Degao and the rest of the mission were presented gifts, after which they left and returned to the Tang court.  We are also told that Mori no Kimi no Ohoishi, along with Sakahibe no Muraji no Iwashiki and Kimi no Kishi no Harima all went to the Tang court that same month, no doubt traveling with Degao and Wucong. On the first month of the following year, Neungnu of Goguryeo was sent to the Yamato court to offer tribute.  On the same day, the 11th day of the first month, Tamna also sent someone identified as Prince Siyeo to offer presents.  Immediately, I'm wondering about the way that this is presented.  Both of these states – Goguryeo and Tamna - were allies of the former Baekje kingdom.  I have to wonder how the Goguryeo ships made their way—did they come down the western side of the peninsula, through the Bohai sea, and thus past possible Tang patrols between their peninsular and continental territories, or did they head through the East Sea, aka the Japan Sea, where they would have to pass by the coast of Silla, whom they were also not on great terms with?  The fact that both missions are mentioned at the same time suggests that maybe the Goguryeo embassy sailed down to Tamna, on Jeju Island, and then the two groups made their way over to Yamato together from there. Other things about this entry to note is that the Chroniclers use different terms for these visits to the Yamato court.  Goguryeo uses a term that Aston translates as “offering tribute” while Tamna uses a different term indicating that they were “offering presents”.  This may be as simple as the difference in the various relationships between the polities, as viewed by the Chroniclers.  After all, there was a long relationship between Yamato and Goguryeo, which was considered one of the three Han, or Samhan.  Whether true or not, I could certainly see the Chroniclers feeling that Goguryeo was in a subordinate relationship with Yamato.  Tamna, on the other hand, was a more recent addition to the Yamato diplomatic sphere.  As such, it would be understandable, to me if the Chroniclers still saw it as a more independent entity. It also may hint at different messages being communicated.  As far as we can tell, Tamna wasn't under direct threat by the Tang empire—though they may have been feeling a little bit of heat, given the fall of Baekje and the Tang empire's new outpost on the peninsula.  Goguryeo, however, was under more direct threat, and had been in conflict with the Tang for years.  On top of that, based on what we can tell, it seems that Yeong Gaesomun, the despot who had been ruling Goguryeo and helping it defend against the Tang, had just passed away.  It may have been that the Goguryeo court was seeking support against Tang and Silla, as they were in a moment of instability, themselves.  As such, “Tribute” might indicate that they were more formally petitioning Yamato for support. Goguryeo envoy Neungnu left about 5 months later, on the 4th day of the 6th month but then another envoy, this time Minister Eulsyang Oemchu, arrived a little more than four months later.  Much like with the Tang, this feels like Goguryeo was upping the ante, sending higher ranking officials to negotiate with Yamato.  That lends some credence to the theory that there was something of a bidding war going on for Yamato's involvement in international affairs.  For Yamato, however, it would seem that getting involved in continental affairs was hardly something they were itching to do.  Instead, they continued their moves to fortify. In local events, we know that on the 11th day of the 10th month of 665, while the Liu Degao delegation was still in Yamato, there was a great “review”, by which they seem to mean a sutra reading, at Uji.  It is unclear just where this was held, as I haven't found reference to any particular temple.  However, it does indicate that there was activity in the area. Uji is probably most popular, today, for its role as a setting in the Tale of Genji.  There indeed numerous reminders there of the Heian period, including the hall of Ujigami Shrine, and the famous Hou-ou-do, or Phoenix Hall, of the Byoudouin. In 1053, Fujiwara Yorimichi inherited the villa from his father, Fujiwara Michinaga, and he converted it into a Pure Land temple.  Michinaga is thought to have been one of the people on whom Murasaki Shikibu based the character of the Shining Prince, Hikaru Genji.  That's all too late for this moment in the Chronicles, of course., but we do have earlier references to Uji as a place, as well as in various names.  It seems to have been part of the territory of the Hata, who controlled much of the area of modern Kyoto and environs.  There is a temple, Houjouin, also known as Hashidera, which claims to date back to the 7th century, and may have been the site of the above-mentioned sutra reading in 665.  According to the Temple's own legend, it was built around 604, when Hata no Kawakatsu built the famous Uji bridge, or Hashi, on the orders of Prince Umayado, aka Shotoku Taishi.  Other sources give the date as 646.  The temple was rebuilt in the 13th century, and as far as I can tell, nothing remains of the original temple, but it is possible that it was the site of this review. The next non-Diplomatic record of the Chronicles is from the 3rd month in 666.  The Crown Prince went to the house of Saheki no Komaro no Muraji, paying a sympathy call as Saheki appears to have passed away after having been gravely ill.  Saheki no Komaro no Muraji was one of those who had helped Naka no Oe in the Isshi Incident.  He had been introduced to the plot by Nakatomi no Kamatari, and then critical in the literal execution at the court.  He later led forces against Furubito no Oe, assuming that “Sahekibe no Komaro” is the same as “Saheki no Muraji no Komaro”.  There is also a relative, possibly his son, Takunaha, who was one of the Yamato court's overseas envoys.  Thus, one can understand that he had some importance to the Royal family, and we can probably assume that he had been involved in much more.  The Crown Prince, we are told, lamented him on account of his loyal service from the very beginning. One of the confusing things in this part of the Chronicle is the term “Crown Prince”.  It doesn't help that the Chroniclers were pulling from different records, and sometimes using anachronistic titles for individuals.  Naka no Oe had been known as the Crown Prince since the time of Takara Hime, whether he actually was or not.  Now he was in charge of the government, but it isn't clear that he had been formally invested as tennou.  More than that, there is mention of an investiture in either 667 or 668, several years after his quote-unquote “reign” had begun.  This makes some sense.  After all, when Takara Hime passed away, there was a foreign war to prosecute, and that probably took a fair bit of resources.  Plus, Naka no Oe had been running things for a while before that, or so we are told.  It would make sense if things just kept on going as they had been, and they held the actual investiture when they got around to it. We also know that he was busy with building projects: not just for the defense of the archipelago, but even a new capital and a new palace.  We'll talk about it a bit more, later, but suffice it to say that he may have been taking his time and gathering everything together. All of this makes the Chronicles themselves somewhat confusing.  They throw around the terms “Crown Prince” and “Sovereign”—well, “Sumera no Mikoto”—almost interchangeably.  Meanwhile, they've also stated that the Crown Prince was Prince Ohoama, Naka no Oe's younger brother. Based on my read of things, I believe we can distinguish between the two by whether or not it specifically calls them out as just “Crown Prince”, or “Crown Prince, younger brother to the sovereign”.  The latter is clearly Prince Ohoama, and the first is most likely Naka no Oe.  After all, in this instance, why would Prince Ohoama be the one so struck by the death of Saheki no Muraji?  Based on the story the Chronicles have told us, wouldn't it make more sense that it was Naka no Oe lamenting the death of one who had helped put him on the throne, rather than sending his brother? So keep that in mind as we go through the narrative.  I'll try to point out whom I believe they are speaking about, at least until we reach the point where Naka no Oe actually is invested. Getting back to the Chronicles, in the 7th month of the year 666, some four months after the illness and death of Saheki no Komaro no Muraji, another disaster struck—this time a natural disaster.  Great floods were reported—how widespread we aren't told.  This is often a problem in a land with many mountains that often gets large rains.  It is especially problematic when much of your agriculture is based on being just at or below the level of the rivers and streams so that it can be flooded on purpose.  We are told that the government remitted the land-taxes and commuted taxes that year, likely as a form of disaster relief to those affected by the flooding. In 666, we are also told a story that actually links this reign to the previous.  We are told that a monk, named Chiyu, gave the sovereign something called a south-pointing chariot.  I'll talk about what this was in another episode.  What's important here is to note that there was a previous entry in the era attributed to Saimei Tennou, aka Takara Hime, where a monk named Chiyu, or something similar, using different characters, also created a south-pointing chariot.  Likewise, we are later told in this reign how Naka no Oe installed a clepsydra, a water clock.  This is also mentioned in the previous reign.  It is possible that these reference completely different accounts.  Or they could be connected in some way. The south-pointing chariot is probably not something that we'll have evidence of, as it would have been mobile and probably deteriorated over time.  However, the water clock would have been a fixed installation with some clear architectural remnants, and indeed we think we know where at least one was built in Asuka.  Both of the water clock entries say that it was the “first” time, so make of that what you will. Also in 666, we see that some 2000 people of Baekje were settled in the East, possibly meaning the Kanto region, though this could be anywhere between modern Nagoya out to the far eastern edge of Honshu.  They were maintained at the government expense for three years, after which they were expected to have built new lives for themselves. In later periods, there is much to be said about “Men of the East”.  There are those that point to this region as being the origin point of many of the warrior traditions that would arise and become the military samurai.  Some of the weapons and fighting styles, especially some of the horse-riding archery seems to point to continental influences that made their way to the Kanto region and beyond.  One has to consider just how much did they bring with them and how did it grow, often beyond the view of the court and the court chronicles.  For now, though, it seems to have largely been a form of a refugee program, since the Baekje no longer had a kingdom to return to. Finally, we have an omen.  In the winter of 666, the rats of the capital, in Asuka, headed north to Afumi.  As with previous entries about rats departing a capital for a direction, this is again meant as an omen.  It probably didn't happen.  But it does foreshadow an account in the following year, when, on the 19th day of the 3rd month, the capital, surprise-surprise, moved to Afumi. And perhaps I shouldn't be flippant.  It was a surprise to have the capital move to Afumi.  There are accounts of legendary sovereigns that had their palace outside of the Nara Basin or Kawachi area, but at this point Yamato had been really building up those areas.  So why would they suddenly relocate to Afumi, of all places? Well, probably because of the same thing that had been driving the rest of their large-scale building projects during this period—from the Water Castle protecting the Dazai to the various Baekje style fortresses from Tsushima down to the Nara Basin.  Afumi was a naturally defensive position.  And in such an uncertain time, having a well-defended capital must have seen like a very good idea.  In fact, though they didn't formally change the capital until the 3rd month of 667, they probably had started work on it as soon as they got back from the loss at Hakusukinoe. As far as locations go, it wasn't necessarily a bad choice.  There were still routes to the port at Naniwa, which could still house various delegations when they arrived.  There were also routes to the east, leading to Owari and the rest of central and eastern Honshu, as well as mountain passes to get to the Japan Sea.  The area where the new palace was located was in the district of Ohotsu.  Ohotsu means something like “Big Port” and I don't know if it was already a major port along the banks of Lake Biwa or if that was a name that came from having the capital there.  Ohotsu was a long-inhabited area, even well before the 660's, and an important site for trade.  In the southern end of modern Ohotsu city is Ishiyama-dera, the stone mountain temple, it which was built in the 8th century, but in front of the temple are the remains of the largest freshwater shellmound in Asia.  As you may recall from some of our earliest episodes talking about the prehistoric period in the Japanese archipelago, shell mounds are typically evidence of ancient settlements, remnants of dump sites where they could throw their detritus.  This probably included a lot more than just shells, but shells, bones, and sometimes things like pottery sherds, would remain.  And while much of the wood and waste of the period would have disintegrated over time, shells do not.    These shell mounds accordingly provide important insight into the lives of people back in that day, and the size can also help us understand things about how large a settlement might have been or how long it was there.  The sheer size of the shellmound at Ishiyama-dera likely indicates that the region had been settled for many centuries prior to the 600's. In addition to the shellmound, and more closely related to the current times we are discussing, is evidence of a rock quarry found at the temple site and showing evidence of techniques familiar to people of the 6th to 8th centuries. You see, Ishiyama is a source of a particular white stone called wollastonite.  The quarry sits below the main hall of the temple, and so it probably would not have been quarried after the hall was built, which was in the 700s, so the site is believed to have been active before that.  From the composition of the stone and the markings on the remnants, we can see similarities to stones in the base of one of the buildings at Kawaradera, in Asuka, which we've talked about before and which was one of the pre-eminent temples of its day.  So this demonstrates a link between the region and the court even before the construction of the new Ohotsu palace. Speaking of the palace, we've known of its exact position since 1974,  when archeologists found evidence of the foundation of a large complex in a residential district in Nishikori.  While some initially suggested it was an old temple, further evidence makes it pretty clear that it was the dairi, or inner sanctum, of a palace.  This is very much in the same mould as the Toyosaki Palace in Naniwa and the various palaces in Asuka from around the same period.  In front of the dairi would have been the actual government buildings, but that area has not been excavated. That brings up another question: was this a full-on capital city, Ohotsu-kyo, or just a palace, the Ohotsu-no-miya?  So far we have only found the palace, But since the area is fairly built up, it may take time to find more, assuming it hasn't been destroyed by previous urban development in the area.  There are some hints that there was more: while there were already at a couple of temples that had been built by the mid-7th century, we see several temples built in ways that not only borrow features from important Asuka temples, like the layout of Kawaradera, but they also match the alignment of the Otsu palace ruins, hinting that they were built at the same time.  For example, there is are the ruins of an abandoned temple in Shiga-Minami – actually once thought to have been the Otsu palace. There was also Soufukuji, a temple in the mountains nearby meant to protect the Northwest from malign influences, likely based on continental geomantic concepts, part of what we might today think of as Feng Shui. This same kind of protective temple building is what we see in later capital cities. Of course, we know that this would not be a permanent capital for the nation of Yamato or of Japan—we aren't that far off from the Nara period, and then, a century later, the capital at Heian-kyo.  But that couldn't have been known at the time.  There was no way to know how long tensions with the continent would last, and it was just as possible that people at the time expected this to be a permanent move.  Its preeminence lasted, too: we do have evidence that even centuries later, the region was still known as an ancient “capital”. No matter what Naka no Oe's intentions were in moving the capital to Afumi, however, it didn't exactly go over well.  It was apparently quite unpopular—so unpopular that the move was mocked in song of the time.  That said, Naka no Oe's mind was made up, and the move took place regardless.     Before moving the capital, however, there was still business to attend to.  Takara Hime and Princess Hashibito were reinterred together in the Misasagi on Wochi Hill.  We are told that men of Goguryeo, Baekje, and Silla all mourned along the processional route.  The Crown Prince—I'm assuming Naka no Oe, this time given his connection to both of these women—apparently had started the work on a stone sarcophagus.  By this was probably meant the actual stone vault of the tomb, rather than just the coffin, which was also likely made of stone.  This was in Kuramaki, in Takatori, in the Takaichi District of the Nara Basin. Three months after the move to the new capital, the district of Kadono, in the west of modern Kyoto, presented to the sovereign a white swallow—an omen of some sort. The following month, on the 11th day of the 7th month, Tamna sent another embassy, led by a Minister known as Cheonma, with presents for Yamato.  This may have been the first envoy to actually visit the new Ohotsu capital, but certainly not the last. Cheonma stuck around for a few months.  In the intercalary 11th month, which is to say the extra 11th month of 667, inserted to keep the lunar and solar calendars at least partially aligned, Cheonma and his companions were presented with brocade and other cloth, as well as axes, sickles, and swords, presumably to take home to Tamna. While Cheonma was at the court, there was apparently another bit of diplomatic ping-pong going on.  Liu Jenyuan, the Tang general in charge of Baekje, sent Szema Facong and others to escort Sakahibe no Iwashiki and those with him to the Dazai in Tsukushi.  They didn't stay long, though—we are told they arrived on the 9th day of the 11th month and left only 4 days later, on the 13th day of the same.  When they left, however, they, themselves, were given escorts of Yuki no Muraji no Hakatoko—the same one whose memoirs we relied on for that previous trip to the Tang court—as well as Kaso no Omi no Moroshi.  So I guess they were escorting the escorts?  At what point does it end?  Hakatoko and others made it back about three months later, on the 23rd day of the first month of 668, and reported on their own escort mission.  That suggests that they didn't escort them that far.  They may have just seen them back to the Korean peninsula and that was it. Hakatoko's escort mission did mean that he missed a rather important event—the Crown Prince assuming the dignity.  That is to say, Naka no Oe finally took the title of sovereign.  A note in the text suggests that there were other sources that said it was the third month of the previous year—the same time that the Otsu capital was built.  Four days later they held a banquet in the palace for all of the court ministers. A little over a month later, his wife, Yamato bime, was appointed queen.  We are then told of his other wives and consorts. To be clear, Naka no Oe had been collecting consorts for ages.  So let's talk about a few of them. To start with there was Yamatobime, the Yamato Princess, daughter of none other than Naka no Oe's half-brother, Prince Furubito no Oe, his former rival to the throne. Then there was Wochi no Iratsume, aka Princess Miyatsuko, the daughter of Soga no Kurayamada no Ishikawa Maro.  She had a son, Prince Takeru, who died in 651 at the age of 8.  That suggests that she and Naka no Oe had been together since at least 643, two years before the Isshi Incident.  Another one of her daughters, Princess Uno, would go on to marry Naka no Oe's younger brother, Prince Ohoama, the new Crown Prince. Wochi no Iratsume seems to have died of grief in 649, after her father and much of her family were destroyed on the orders of her husband, Naka no Oe.  We are told that Naka no Oe also married Wochi no Iratsume's younger sister as well, Mehi no Iratsume.  She had two daughters, Princess Minabe and Princess Abe.  At this point Abe was only about 7 or 8 years old, herself, but she would eventually be married to Prince Kusakabe, the son of Prince Ohoama and Princess Uno, whom we just mentioned. Naka no Oe also had two other consorts.  Tachibana no Iratsume was the daughter of Abe no Kurahashi no Maro no Oho-omi—he was the first Sadaijin, or Minister of the Left, at the start of the Taika reforms, immediately following the Isshi Incident.  And then there was Hitachi no Iratsume, the daughter of Soga no Akaye. Soga no Akaye is an interesting figure.  You may recall the name from Episode 118.  Soga no Akaye was the acting minister in charge in Yamato when Prince Arima tried to start up a revolt against Takara Hime.  It was in his house where Prince Arima laid out his plan, but a broken armrest convinced Soga no Akaye to turn against the conspirators and turn them in.  And so it is interesting to hear that his daughter was married to Naka no Oe. We are also told of four “palace women” that Naka no Oe is said to have had children with.  The implication seems to be that these were women at the palace but they were not formally recognized with the same status as that of the formal consorts and, of course, the queen, his primary wife.  This fits in with at least one theory I've seen that Naka no Oe was something of a ladies' man.  It seems he got around even more than Murasaki Shikibu's fictional “Shining Prince”, Hikaru Genji.  We are told that there were at least 14 children among the nine official wives—and one has to consider that they were unlikely to record many of the women whom he may have slept with that he didn't also have children with.  And there is a theory that one of those not mentioned, may have been his own sister, full blooded sister.  Specifically, his sister Princess Hashibito, who was married to none other than Naka no Oe's uncle, Prince Karu, aka Jomei Tennou. To be clear:  we have no clear evidence that they were anything other than close siblings, but as you may recall how we mentioned back in Episode 114 that there was something that caused a falling out between Prince Karu and Naka no Oe, such that Naka no Oe disobeyed the sovereign's direct order in moving himself and the royal family back to Asuka.  That meant Naka no Oe, his wives, his mother, AND his sister, Princess—now Queen—Hashibito.  So, yeah, he absconded with Prince Karu's wife who was Naka no Oe's full-blooded sister.  And, as we've noted before, ancient Yamato's concept of incest was pretty narrow.  It was only if you had the same mother that you were considered full siblings—even if the father were someone else.  I suspect that this is related to the matrilineal nature of succession as well, which is why it was so important to insist that the ancient sovereigns had a direct lineal connection to the royal line through their mother as much as through their father. So if Naka no Oe and his sister were having any kind of relationship that was considered wrong or scandalous, then that could also help explain why he didn't take the throne sooner, and why it passed over to his mother.  But now, both Takara Hime and Hashibito were quite literally dead and buried, and Naka no Oe had ascended to the throne. Of the so-called “Palace Women” that  are listed as being likewise married to—or at least in a relationship with—Naka no Oe, I'd like to focus on one:  Iga no Uneme no Yakako.  For one, she is specifically mentioned as an uneme—one of the women sent to the court specifically to serve in the palace.  But her parentage isn't further illuminated other than the name “Iga” which is probably a locative, possibly referring to the area of Iga. This is also interesting because we are also told that she gave birth to a son named Prince Iga, also known as Prince Ohotomo.  Despite his mother's apparently unremarkable status, Prince Ohotomo seems to have been quite the apple of his father's eye.  He was born in 648, so in 668 he was about 20 years old, meaning that around this time he was probably just coming into his own at court.  He was married to his cousin, Princess Touchi, daughter of his uncle, Crown Prince Ohoama.  He was also married to Mimotoji, who appears to have been a daughter of Nakatomi no Kamatari, meaning that he was pretty well connected. But we'll get into that in a future episode.  For now, I think we'll leave it here: with the move of the capital to Ohotsu and the formal ascension of Naka no Oe to the throne. We'll talk about what that might mean in the future.  Until then, thank you once again for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website,  SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan.

It's hard to believe (at the time of this recording) that it's April, and hopefully we all survived tax day and are able to get out and enjoy some of the beautiful Spring foliage that's popping up all over. On this Spring day, I've invited Lawrence Payne to join me as my guest. He is an award-winning copywriter, editor, voice actor and composer,  who has worked with some of the world's most progressive companies such as Yamaha Digital Musical Instruments, Yamaha Audio, Teac, Hitachi and Brother.  Many of them in his capacity as a senior copywriter at Intermart Advertising/Tokyo.  He's received awards for his creative work featured in prestigious national and regional competitions and he has a reputation for excellence in technical documentation and communications. Lawrence has over 32 years of professional experience covering subjects ranging from music, cultural history, philosophy, religion, robotics, telecom and travel.   Lawrence has contributed widely to consumer and trade publications, including the graphic-design journal How.  As a  knowledgeable musician and critic, he has written for Guitar Player magazine, served as associate editor at Music Connection magazine and studied with the Latin guitar virtuoso Jorge Strunz. He produces the YouTube channel Deep Space Theater, which features his own musical compositions. Among his recent literary efforts are the books of a Zen Buddhist abbot whose influence is spread throughout Asia to the Americas and Europe.   However, with all of the aforementioned projects, the one title that's missing from Lawrence Payne's accomplishments, is as LinkedIn's Chief Cheerleader and Encourager! On any given day, you can find Lawrence reposting, commenting and encouraging others on their accomplishments.  It's that kind of generosity and kindness that has brought us together to have a conversation. You may contact or follow Lawrence via the following: Business email Address(s): writerhead@msn.com, blueworldeditors@gmail.com LinkedIn profile: https://www.linkedin.com/in/lawrence-payne-b64a532/ Music: https://www.youtube.com/channel/UCdbzKL0rxVV5MXm0fWaLJLg Music for media: https://desertviewrecordsllc.disco.ac/cat/325091309/artists/9749899 Blog: https://medium.com/@blueworldeditors Newsletter: https://www.linkedin.com/pulse/creative-drive-lawrence-payne If you enjoyed this episode, make sure to follow 19 Stories wherever you listen to your favorite podcasts. It would be greatly appreciated if you gave a nice review and shared this episode well :-) To give feedback or a story idea: 19stories@soundsatchelstudios.com To listen to my demos: https://www.cherylholling.com/ To contact me via VO work or to host your podcast, I can be reached at: cheryl@cherylholling.com Follow me on Instagram: @cherylhollingvo Theme Song Credit:  'Together' by For King & Country "We got it together" insert: Barry White Proverbs 23:18 "Surely there is a future, and your Hope will not be cut off."

In this episode of Supernatural Japan, we dive into the mysterious legend of the Hollow Ship of Hitachi, one of Japan's earliest recorded UFO sightings from 1803. Was it an alien encounter, a strange foreign vessel, or something even more mysterious? We explore the historical records, the strange details of the ship and its occupant, and how this bizarre event fits into both Edo-period folklore and modern UFO theories. Join us as we uncover the secrets behind one of Japan's most intriguing supernatural mysteries!

Welcome to episode 276 of the Grow Your Law Firm podcast, hosted by Ken Hardison. In this episode, Ken sits down with Hamid Kohan, founder of Law Practice AI.   Hamid is an experienced entrepreneur with a diverse background in technology and law. He earned his engineering degree at 17 from Chico State University and was quickly recruited to Silicon Valley, working for prominent companies. By 21, he completed an MBA in business marketing, propelling his career in business and technology. Hamid was integral in developing the world's first laptop at Grid Systems and later worked at SUN Microsystems, helping the company grow from 200 to 13,000 employees. He also held senior positions at Hitachi and Tandem Computers, directing business and technology development. In 1999, Hamid became Division President of Emblazed Technology, where he led the company to a 300% growth and a $1 billion valuation in just one year. In 2004, he co-founded CAPLUCK Inc., launching Cap60, a data management system provider recognized as the largest service provider for nonprofits in the U.S. In 2016, Hamid entered the legal field by founding Law Practice AI (formerly Legal Soft Inc.) offering practice management solutions for law firms. Under his leadership, Law Practice AI grew rapidly, helping firms expand across the U.S. Hamid's expertise in law firm management has made him a sought-after speaker and author of three books, including How to Scale Your Stupid Law Firm. His practical approach has made him a respected figure in legal practice management. What you'll learn about in this episode:   1. Client Follow-up and Communication: - Law Practice AI streamlines client follow-up processes through automated calls, texts, and emails, allowing for personalized sequences and efficient communication. - The AI technology collects and analyzes documents in real-time, providing immediate feedback and facilitating document collection during client interactions. 2. Document Summarization and Organization: - Law Practice AI offers document summarization and analysis, enabling the rapid processing of large volumes of documents, such as medical records, in under five minutes. - The platform allows for easy organization and filing of documents, enhancing client file management and workflow efficiency. 3. Centralized AI Solutions for Legal Operations: - Centralized AI solutions like Law Practice AI aim to simplify legal operations by integrating with CRMs to automate data management, calendaring, and client interactions. - Virtual staff integration alongside AI tools presents a strategic approach to scaling law firms efficiently and cost-effectively. 4. Simplified Tech Environment: - Law firms benefit from a centralized tech environment provided by platforms like Law Practice AI, avoiding the need to navigate multiple systems for different tasks. - Future versions of Law Practice AI feature API integrations with CRMs to automate matter opening, data storage, calendaring, and flag-setting processes. 5. Intake AI and Client Communication: - Intake AI technology addresses challenges in client communication by providing a seamless experience, including quick escalation to live agents for high-value cases. - Law Practice AI differentiates itself by offering personalized and efficient intake processes tailored to the legal industry's unique needs and complexities.   Resources:  Website http://www.mylawfirm.ai/ Facebook https://www.facebook.com/people/Law-Practice-AI/61556510846445/ Twitter https://x.com/LawPracticeAI LinkedIn https://www.linkedin.com/company/law-practice-ai/ Additional Resources:    https://www.pilmma.org/aiworkshop https://www.pilmma.org/the-mastermind-effect https://www.pilmma.org/resources https://www.pilmma.org/mastermind

Masa Takeda discusses investment opportunities in Japan. He likes Sony (SONY), Hitachi, 7&I Holdings, the parent company of 7-11, and more. He describes the Hennessy Japan Investor Fund (HJPNX) and why investors might be interested. He thinks Japan is becoming more investor-friendly and focused, and argues that it has world-class companies that can give 10%+ annualized return. He expects the Japanese yen to remain weak.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Jeff Bezos cannot possibly have designed a rocket that is more phalic than his "Hitachi sponsored" flying c@ck.Ironic that it was filled with mostly femanists...

Aaron, Jack, and TJ recap their recent trip to Japan to visit Hitachi factories and customers. Kon'nichiwa! Questions or feedback? Email us at dirttalk@buildwitt.com! Stay Dirty! We're thrilled to have Ariat as our official Dirt Talk Podcast sponsor! They make world-class footwear and workwear that we see on every job site we visit, and their folks are just as great as their products. Dirt Talk listeners can receive 10% off their first order with Ariat by clicking here or visiting Ariat.com/dirttalk.

“We're giving [companies] the avenue to take something that historically has been an inconvenience and turn that into an opportunity to make them some money, whether that be selling energy to the grid, or putting energy back into the operations of their facilities. So, what could have cost them money in the past can now be a huge benefit. At the same time, you're doing something great for the world and our future.” Autumn Huskins on Electric Ladies Podcast Addressing climate change presents two big questions: How do we reduce waste and keep it out of landfills, and how can we power our electricity-dependent economy without exacerbating climate change? An innovative waste-to-energy technology in San Luis Obispo, California is diverting waste from landfills, creating exciting new revenue streams – and even helping make wine! Listen to Autumn Hustins, Finance Director at Hitachi Zosen Inova (HZI), as she explores a renewable energy source that is providing clean power to ~600,000 homes and businesses in the local economy, with plans to grow. You'll hear about: How Hitachi Zosen Inova's waste-to-energy plant is converting agricultural and food waste into electricity for the local grid. New revenue streams that waste-to-energy innovations create for business and local communities. Impact of the Inflation Reduction Act (IRA) on the adoption of waste-to-energy projects. How the green energy transition is creating new jobs in places previously reliant on fossil fuels. Plus, the secret to a great career is surprisingly simple. "You go to work every day in the job that you're in. You do your absolute best. You give your all to that particular position, and the positions will follow. I don't care what your role is. I don't care if you're the janitor or the CEO, I think you approach the job the same way and do the best that you can possibly do, and it'll work out.” Autumn Huskins on Electric Ladies Podcast Read Joan's Forbes articles here. You'll also like: ICWS Webinar, Joan Michelson moderates an enlightening webinar with top leaders on The Future of the Energy Transition and the Grid. Gauri Singh, Deputy Director General of the International Renewable Energy Agency, on the deployment of clean energy around the world. Björk Kristjánsdóttir, COO/CFO of Carbon Recycling International, on turning CO2 into valuable products. Bethia Burke, President of The Fund For Our Economic Future, on the impact of green jobs on local economies. Vanessa Chan, former Chief Commercialization Officer of the Department of Energy, on funding the transition to clean energy. More from Electric Ladies Podcast!  Join us at The Earth Day Women's Summit on April 22, 2025, in Dallas, Texas! Register today with the code “EDWS” for the Women's Summit and a special rate. Elevate your career with expert coaching and ESG advisory with Electric Ladies Podcast. Unlock new opportunities, gain confidence, and achieve your career goals with the right guidance. Subscribe to our newsletter to receive our podcasts, articles, events and career advice – and special coaching offers. Thanks for subscribing on Apple Podcasts or iHeartRadio and leaving us a review! Don't forget to follow us on our socials Twitter: @joanmichelson LinkedIn: Electric Ladies Podcast with Joan Michelson Twitter: @joanmichelson Facebook: Green Connections Radio

“I do not chase goals, I answer callings." A quote from Olympian & Olympic Coach, Dr. Jeff Spencer, who is today's guest on the pod. This episode has so many universal truths that will hit home for a wide range of people. In addition, if you are someone that is working towards a big goal or the creation of something bigger than yourself, this is the exact episode you need. We talk about how to know you've chosen the right goal (intention) and why people lack clarity or motivation in the pursuit of a goal and what you need to know about life to push past that. Dr. Jeff Spencer is a man who has spent five decades building champions.At the age of 11, Jeff wrote a contract with himself to make the 1972 Olympic Games – a goal he accomplished in his early twenties competing in 2 cycling events and learning the keys to goal achievement.Since then, his 500,000 hours in the high-performance world allows him to see things from every perspective. Dr. Spencer has helped athletes win over 40 gold medals and cycling teams to eight Tour De France victories. I've also experienced him speak and coach first hand and it is unlike anything I've ever witnessed.Dr. Spencer has also authored three books, been awarded International Sports Chiropractor of the Year, is creator of The Champion's Blueprint methodology, and had his glass-blowing art displayed in some of the world's finest galleries.Today, Dr. Spencer is most renowned as mentor to thought-leaders and businesses who want to exponentially grow and catapult to iconic status. Some of his notable clients include Tiger Woods, Richard Branson, the band U2, Lance Armstrong, Alberto Contador, Maria Sharapova (so cool), Nike, Hitachi, and Dave Asprey's Bulletproof.However, his proudest achievement is the raising of his adopted daughter, Kin, with his wife Kristina. Links Mentioned in Episode:How to Get Clear On The Path To Achieve Your Goals: https://jameswhitt.com/the-champions-path-with-dr-jeff-spencer/The Book Jeff is Loving Right Now: https://a.co/d/4CDQrh9 More about Dr. Jeff Spencer:Website: drjeffspencer.comLinkedIn: Dr. Jeff SpencerMore about the host, Livi Redden, at:I would love it if you left a podcast review: click hereSocials, Book, TEDx: stan.store/livireddenWebsite: liviredden.comGet your questions personally answered by future podcast guests by joining:My text community (US + Canada Only)My IG Broadcast Channel

As urgent calls for climate change action continue, an energy supercycle is underway, driven by the increasing need for electrification and digitalization, particularly in high-growth sectors like AI and data centers. Securing a reliable, affordable, and sustainable energy supply to meet this demand is crucial.At the 2025 World Economic Forum Annual Meeting at Davos, Hitachi, Ltd. Executive Chairman Toshiaki Higashihara and Hitachi Energy CEO Andreas Schierenbeck, with Elisabeth V. Vardheim (Statnett) and Gerard Reid (Alexa Capital), participate in a panel discussion on 22 January 2025 to explore the parallels between today's energy landscape and offer insights into how global stakeholders can drive change to address the climate crises.In summary, how to turn couch potatoes into ironmen.   Laurent's conclusion is that Davos is a perfect microcosm to capture CEOs' Zeitgeist. And when you hear a global consensus, like 4 years ago on Net Zero and Climate and this year on AI… then it is probably time to SELL.  This event is part of the Davos Accredited Programme. Full video here https://www.youtube.com/watch?v=vIXafAbc1gc

From the archive: This episode was originally recorded and published in 2021. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. Alisa Cohn is an executive coach and the author of From Start-up to Grown-up. She has coached founders and executives at Venmo, Etsy, and DraftKings, along with enterprises such as Dell, Hitachi, and Pfizer. She writes for HBR and Inc and has been featured in Bloomberg, the BBC and New York Times. Top 3 Value Bombs 1. You do not need to set goals; instead, set directions. 2. When starting a business, the most important thing is building a thriving, sustaining organization with a structure and with people who have their own psychology management through successes and challenges. 3. The secret to great hiring is setting up a specific game plan about what you want to accomplish in 30 days, 60 days, and 90 days. 5 Scripts for Delicate Conversations at Work (plus one bonus script to make your life better - Alisa's Website Sponsors HubSpot When you combine the power of Marketing Hub and Content Hub, you can have your best quarter, every quarter. Visit Hubspot.com/marketers to learn more ThriveTime Show Attend the world's highest rated business growth workshop taught personally by Clay Clark and NOW featuring Rich Dad Poor Dad Author Robert Kiyosaki and Eric Trump at ThrivetimeShow.com/eofire Airbnb If you've got an extended trip coming up and need a little help hosting while you're away, just hire a co-host to do the work for you. Find a co-host at Airbnb.com/host