In Japan, it is the top talent—both in government and in business—who suffer the most.
Read the original article (in Japanese):
Japanese society critically lacks the mindset that resources should be concentrated on those who produce results. The burnout of elite bureaucrats in Kasumigaseki mirrors what is happening in the private sector. Top performers are overloaded, while compensation and authority are handed out equally. This structure inevitably wears down the organization.
In reality, high performers should be supported with strong teams, discretion, recognition, and proper rewards so they can lead the entire organization. But the opposite is true. Underperforming employees are protected in the name of "equality," while those who strive are unrewarded and eventually leave.
This is a nationwide issue of reverse resource allocation. Kasumigaseki is merely its most visible symbol.
■ The Aircraft Model: A Clear Resource Strategy
Organizational design can be visualized using the seating class structure of an aircraft.
| Class | Role in Organization | Investment/Support Strategy |
|---|---|---|
| First Class | Core talent producing major results | Maximum discretion, reward, and team resources |
| Business Class | Mid-level staff delivering steady work | Targeted support and development |
| Economy Class | General staff handling routine tasks | Basic maintenance and standardized operations |
Airlines clearly differentiate the service and pricing across classes. Likewise, organizations must strategically allocate resources based on performance.
Japanese companies, however, treat first-class talent like economy passengers in the name of fairness. The result? The entire plane begins to descend.
■ The Pitfalls of Forced Equality
"Treating everyone equally" may sound noble, but it leads to real consequences:
Performance is not properly rewarded
High performers leave the organization
Overall energy and efficiency drop
Young talent lose motivation and exit early
What we need is not equality, but strategic asymmetry. Differentiating based on results is not "discrimination"—it is strategy.
■ Class Systems Are Not Discrimination
The class model is often misunderstood. It’s not about ranking human worth. The key element is mobility between classes:
High performers can rise
Underperformers can be demoted
Everyone has the chance to move
This dynamic and merit-based structure fosters motivation and continuous improvement.
■ Invest in People Who Can Reshape Systems
Top talent is not just about individual productivity. They lead teams and have the capacity to reshape systems.
Thus, we must stop simply overloading them with tasks. Instead, organizations should empower them to redesign the very structures they operate within. That is the true responsibility of management.
Organizational vitality doesn’t come from "managing people." It comes from designing environments that allow people to unleash their full potential.
■ Conclusion: Strategic Bias Toward Performers
The extreme working conditions in Kasumigaseki symbolize a broader societal problem. A system that fails to reward top talent, and enforces uniformity, leads only to quiet decline.
What we need now is a shift in mindset:
Concentrate resources on top performers
Ensure fluid mobility between classes
Design with the courage to create "strategic bias"
Balance equal dignity with differentiated treatment
The future belongs to organizations that reward top talent correctly.
Read in Japanese↓
優秀な人材にこそリソースを集中せよ｜日本型“逆配分”の構造（2025.7.7）
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