I read 『岩崎弥太郎と三菱四代』河合敦（著） (Iwasaki Yataro and Four Generations of Mitsubishi by Kawai Atsushi), so I’ll share the insights I gained from the book.

Background: Wanted to Learn the Founding History of Mitsubishi Zaibatsu

I had an opportunity to visit 三菱一号館 歴史資料室 (Mitsubishi Ichigokan Museum History Archive), so I read this book to learn about the founding history of Mitsubishi zaibatsu.

Below are quotes and notes from the sections that left an impression on me.

Chapter 2: Yataro's Ambition—Endless Battle with the Government

Yataro told his employees: "I will defeat domestic steamship companies, drive out the foreign steamship companies that dominate Japan, and eventually venture into the world myself, opening many overseas routes so that the Rising Sun flag will flutter in every port." If you cannot speak of big dreams, you are unqualified as a leader. Employees will never be attracted to a boss who only scolds them by setting trivial sales targets a few months ahead. Many great entrepreneurs spread astonishing grand plans to their subordinates. Moreover, they are serious about realizing them. This is actually very important.

? Leaders need to speak of big dreams.

Yataro also kept a watchful eye on wasteful expenses and would never allow the company to be used for personal purposes. Once, when he saw his younger brother Yanosuke pasting receipts on blank paper, Yataro scolded him: "You use fine paper, but if all branches nationwide use blank paper for pasting, how much would it cost annually? Calculate the difference compared to using old scrap paper." (From "Iwasaki Yataro" by Nankai Gyojin) When Yanosuke actually calculated it, he was surprised to find a difference of 400 yen.

? Keep an eye on wasteful expenses and company privatization.

No matter how great the president Yataro is, a company is still an organization. If employees are not capable, no matter how hard the top struggles, the company will never grow. How to gather good talent and how to nurture them—that is important for a company's growth and survival.

? Even if the top is great, without gathering and nurturing good talent, the company cannot grow and survive.

Chapter 3: The Gentle and Composed Manager, Iwasaki Yanosuke

If we change our consciousness so far, history should progress in the direction that collective consciousness aims for. If you resist the word "nation," you can replace it with "public." I work for the public. Such a grand ideal is necessary for today's Japanese people, and I secretly think that such bird's-eye view of work may lead to saving Japan's stagnant economy.

? Work for the public.

Not spoiling children but training them strictly. That was Yanosuke's educational policy, and that's why Iwasaki Hisaya, Koyata, and Toshiya all became distinguished figures in the business world. I want the foolish parents who indulge their children's selfishness and buy them everything they want with money to know this fact. The heart of endurance—that is, resilience—must be instilled in childhood, or a person cannot navigate the rough seas of the world. If you truly love your children, as a parent you must be strict with them.

? Yanosuke’s educational policy.

Even today, everyone vaguely realizes that there are no large companies unrelated to politicians. Therefore, please understand that maintaining a clean relationship with politics in the Meiji era was itself a pipe dream. In any case, Yanosuke made efforts to have close relationships with various politicians so that Mitsubishi would never be excluded from the government again.

? There are no large companies unrelated to politicians.

Yanosuke came to strongly feel the social responsibility of the wealthy in his later years. Especially after returning from England, this feeling seemed to intensify, and he made great contributions to education, welfare, and cultural projects. We can still benefit from those contributions today. One is the Seikado Bunko.

? The social responsibility of the wealthy.

Chapter 4: Hisaya and Koyata's Expansion Management

Should we ruin our only life because of cowardice? I think it's good to keep asking this question and make bold decisions. Hisaya abandoned his position as Mitsubishi president without regret and enjoyed his second life while he was still healthy. It's all about whether you have courage or not.

? Should we ruin our only life because of cowardice?

That’s all from the Gemba, where I gained many learnings from Iwasaki Yataro and the four generations of Mitsubishi.