In business, everyone is result-oriented. That’s a given. Whether it’s one hundred out of one hundred companies or people, the reality is the same—effort alone doesn’t mean much. This isn’t school. If results don’t follow, businesses fail and employees are left without security.
That said…
In Japan, it’s rare to hear someone say, “We’re result-oriented.” Maybe it’s because it’s so obvious that there’s no need to say it out loud.
When we work with international clients, however, we often hear the phrase, “Our company is result-oriented.” It feels like a kind of standard line, something that doesn’t really need to be stated. What’s more, international companies frequently ask for specific projections when discussing proposals. They’ll say things like, “If we execute this, what kind of numbers can we expect? Please give us specific figures.” This kind of direct request for measurable outcomes isn’t as common among Japanese domestic clients.
Of course, emphasizing measurable results and setting concrete targets is perfectly reasonable in business. At the same time, the fact that Japanese companies rarely say “we’re result-oriented” out loud might reflect a cultural sense of modesty or restraint—a kind of unspoken understanding that results are simply expected without needing to be declared.
When negotiating or collaborating with international counterparts, it’s important to recognize this difference. Understanding that a “result-oriented” mindset is explicitly expressed abroad—but often silently assumed in Japan—can help prevent miscommunication and build smoother business relationships.
