ココイチFC新社長はバイト上がりの22歳！これって有りなの？経営学者が斬る！【時事解説223】

Summary

The script discusses the appointment of a 22-year-old woman, who began as a part-time worker, as the new president of a franchise chain. While the decision has sparked mixed reactions, the speaker argues that the debate should focus on whether she can handle the responsibilities of a CEO, which go beyond managing a single store. By introducing Henry Mintzberg's managerial roles and the upper echelons theory, the speaker emphasizes that leadership is a collective effort. Despite concerns, the speaker is cautiously optimistic, believing the young president's potential is supported by a strong management team.

Takeaways

• 😀 The 22-year-old woman who became the new president of a franchise chain is not the president of the main company, but the president of a franchise group with 25 stores in the Kanto area.
• 😀 The young woman started working at the franchise chain as a part-time job at 16 and was recognized as a specialist in customer service at a young age.
• 😀 At 20 years old, she was chosen to be the next president of the franchise group and underwent leadership training before taking on the role at 22.
• 😀 Public reactions to her appointment have been mixed, ranging from admiration for young leadership to skepticism about her abilities due to her age and limited experience.
• 😀 The main problem with the ongoing debates is that they fail to assess the situation from the perspective of what a CEO actually does and whether the individual is capable of handling such responsibilities.
• 😀 A CEO's job involves four major roles: decision-making, leadership, representing the company externally, and internal coordination within the company.
• 😀 Managing a single store effectively does not equate to the complex responsibilities required of a CEO, including financial oversight, strategic planning, and dealing with external partners.
• 😀 There is a concept called 'Upper Echelon Theory,' which emphasizes that the success of a company depends not just on the CEO, but on the whole management team working together effectively.
• 😀 The franchise company has a strong support system, including the previous founder of the company who has decades of experience and is now in a chairman role, assisting the new CEO.
• 😀 The young CEO's appointment could be viewed as a message encouraging more young people to take on leadership roles and as an example of how it is possible to become a CEO in one's 20s if supported by a capable team.
• 😀 The true effectiveness of this leadership structure will be evaluated over the next few years, and it's too early to make a definitive judgment on its success or failure.

Q & A

What was the recent news about the new CEO appointment that sparked a lot of debates on Twitter?

The news was that a 22-year-old woman, who started as a part-time worker, was appointed as the new CEO of a franchise chain company. This sparked intense debates online, with mixed opinions on the decision.

What are the key points of the debate surrounding the 22-year-old woman's appointment as CEO?

The debate revolves around whether the young CEO is capable of leading the company, with some praising the decision as an inspiring success story for young people, while others criticize it as a risky move, questioning her qualifications for such a high-level role.

How does the speaker approach the evaluation of the new CEO's appointment?

The speaker emphasizes that the evaluation should focus on the responsibilities and expectations of the CEO role, not just on the individual's age or past achievements. The speaker suggests using management theories to assess whether the 22-year-old is capable of fulfilling the role.

What are the four key roles of a CEO according to the research by Henry Mintzberg?

According to Mintzberg's research, the four key roles of a CEO are: 1) Decision-maker, responsible for making important company decisions, 2) Leader, guiding and motivating the team, 3) External representative, acting as the company's figurehead and negotiating with external parties, and 4) Internal coordinator, managing internal resources and resolving issues within the company.

Why does the speaker argue that a part-time worker’s experience in managing a single store may not be sufficient for leading a franchise chain?

The speaker points out that managing a single store and overseeing a large franchise chain are very different tasks. A CEO needs to understand financials, strategic planning, internal organization, and external relations, which are not typically part of a part-time worker's experience.

What concept does the speaker introduce to explain how the role of CEO is not solely dependent on the individual in the position?

The speaker introduces the concept of 'Upper Echelon Theory,' which argues that the leadership of a company is not solely dependent on one individual, but rather on the collective management team. A CEO’s effectiveness is supported by the roles of other key executives who share responsibilities.

How does the structure of the company’s management team (Upper Echelon) influence the evaluation of the new CEO's potential?

The speaker highlights that the company’s management team includes experienced executives like the former CEO, who now serves as the chairman, and other key figures. This collaborative management approach ensures that the 22-year-old CEO can receive support and guidance, making her appointment more viable despite her youth.

What is the background of the former CEO, Nishimaki, who now serves as the chairman?

Nishimaki is an experienced entrepreneur who, in his 20s, used the company’s franchise system to start his own business. He later grew the company into a significant player, surpassing 2 billion yen in sales. His expertise and trust from employees and stakeholders are crucial in supporting the new CEO.

What message does the company’s decision to appoint a young CEO convey to the public?

The appointment of a 22-year-old CEO sends a message that young people should take on challenges and that there is no age limit to taking on leadership roles. It also reflects the company’s belief that starting a business at a young age is not too early.

What is the speaker’s final stance on the new CEO’s appointment?

The speaker suggests that the appointment should not be immediately judged negatively. Given the supporting management structure and the potential for collaboration, the speaker is optimistic about the future and believes the decision should be given time to show results.