A work culture that celebrates ‘big catch’ achievements will only exhaust Japan to the point of collapse.

 

Read the original article (in Japanese):

Introduction

Japan ranks 29th out of 38 OECD countries in labor productivity—and last among the G7.
Yet, the workplace culture still glorifies long hours and overtime as a form of dedication.
This obsession with “quantity” mirrors Japan’s fishing tradition of waving “big-catch flags”—symbols of abundance that often lead to resource exhaustion, price crashes, and unsustainable outcomes.


Chapter 1｜The Problem with Quantity-Driven Work

In many workplaces, staying late or logging long hours is still considered virtuous.
This mindset stems from the economic boom era, where more effort meant more output.
But today's challenges—shrinking markets, declining population, and global competition—demand a shift from quantity to value.

Rewarding output alone causes:

  • Value erosion from mass production

  • Operational inefficiency through brute force

  • Young talent loss due to lack of recognition for efficiency

Countries like Norway and others in the EU have shifted toward sustainability-driven productivity. Japan must follow suit.

Chapter 2｜The Generational Divide

A major barrier to change is the generational mindset gap:

■ Three-tier structure of workplace thinking:

GenerationMindsetPositionImpact
Baby BoomersTime = Effort = SuccessDecision-makersResist reform
Gen X (氷河期世代)Conformity, fear of pushbackMiddle managersReproduce old norms
Gen Z / MillennialsEfficiency, clarity, purposeFrontline workersReady for change, no power

Although younger workers are best suited for the “quality era,” they remain sidelined.

Chapter 3｜No Productivity Without Purpose

“Just work hard” is no longer effective.
Limited labor and saturated demand require planning and purposeful execution.

■ Quantity vs. Quality Mindset

ElementQuantity EraQuality Era
MarketExpandingSaturated
LaborUnlimitedScarce
Effort SourceGuts, repetitionDesign, systems, insight
EvaluationTime-basedOutcome-based
ManagementSpirit and willpowerStrategic process design

Asking “Why are we doing this?” is a strength—not laziness.

Chapter 4｜Time-Based Evaluation Is Toxic

Measuring effort by time distorts reality:

  • Efficient workers are undervalued

  • Staying late is mistaken for effort

  • True productivity is undermined

Effort should be defined by planning × outcomes, not hours present.

Chapter 5｜WLB and Productivity Go Hand in Hand

Work-life balance (WLB) is not laziness—it's a strategic foundation.
Countries like Germany and Finland demonstrate that high productivity can coexist with shorter hours.

WLB enables:

  • Reflection and improvement

  • Focus and mental clarity

  • Long-term engagement

Workers aren’t politicians or emergency responders. Sustainability matters.

Conclusion｜Raise the Value Flag, Not the Big-Catch Flag

It’s time to retire the “big-catch” mindset.
What should be celebrated is not hours worked, but value created under limited time and resources.

The younger generation already lives by this principle.

Companies that fail to recognize quality will quietly be abandoned.
Those that reward it will survive the next era.


Read in Japanese ↓（For Japanese learners!）↓

日本の生産性を奪う“大漁旗”労働文化──量をありがたがる悪習慣（2025.10.27）

Read more articles (in Japanese)↓

外国人の低賃金労働が問題ではなく、産業の低賃金が問題なのだ（2025.10.24）



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