Breaking Barriers, Building Bridges: The Masaki Wakabayashi CEO Blueprint at GE Healthcare Japan
Meet Masaki Wakabayashi, the dynamic President and CEO of GE Healthcare Japan, whose ascent from modest beginnings to becoming a key figure in Japan's healthcare industry encapsulates an extraordinary tale of inspiration. Known for his vibrant passion and firm belief in the transformative power of medical diagnostics, Masaki has propelled GE Healthcare Japan towards new frontiers of innovation, diversity, and openness. With a rich career history that spans leadership positions at industry giants like P&G, AstraZeneca, Genzyme, and, and Siemens Healthineers, he has demonstrated unwavering leadership, resilience, and a commitment to excellence. From his initial leadership experiences at P&G to leading the charge in diagnostics, Masaki's strategic vision and dedication to inclusive culture have not only advanced medical technology but also ensured that every team member's voice is valued. In a recent heartfelt conversation with Karin Wellbrock, Partner at Kay Group, he generously shared his insights, providing valuable lessons and guidance for transformation that leaders at every level and from various walks of life can apply.
Interview with Masaki Wakabayashi, President and CEO of GE Healthcare Japan
Karin: Welcome, Masaki! As the new President and CEO of GE Healthcare Japan, how are you adjusting to your role?
Masaki: Thank you, Karin! It’s been a whirlwind six months since I started in mid-June. The learning curve was steep, but with the incredible support from my leadership team and the global network, I’m happy to report that things are progressing well. My onboarding couldn’t have gone smoother, and I’m grateful for the amazing support system around me.
Harmonizing Teams: Crafting Cohesion in a Multifaceted Organization
Karin: In these initial months, what have been your main focus areas?
Masaki: The first thing on my agenda was to unify our team. I noticed early on that our departments, such as imaging, ultrasound, patient care solutions, and service, were operating in silos. My goal was to break down these barriers and foster more integrated team dynamics. Additionally, enhancing communication has been key. We’ve revamped our leadership team calls, held town halls, and I’ve arranged numerous roundtables to really understand our challenges and to promote open dialogue within our team.
Karin: It sounds like you’ve implemented some significant changes. What leadership lessons have emerged from these experiences?
Masaki: Absolutely, three lessons stand out. Firstly, the impact of a smooth onboarding process cannot be understated—it sets the tone for your tenure. Secondly, the importance of building a cohesive, cross-functional team from the start. And lastly and most importantly, the crucial role of communication in understanding challenges and setting organizational priorities.
Leadership Lessons:
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A well-structured onboarding process is pivotal for setting leaders and their teams up for success, aligning them with the organizational ethos and objectives from the outset.
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Breaking down silos and encouraging cross-functional teamwork are essential for enhancing collaboration, driving innovation, and solving problems more effectively.
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Establishing transparent and open communication channels is crucial for building trust and fostering an environment where everyone feels heard and understood.
2023 Unveiled: Journey to the Helm
Karin: Masaki, after starting with GE Healthcare’s smaller division in Japan, you’ve now taken the reins as President and CEO of the entire healthcare business. Reflecting on 2023, how has your perspective on leadership evolved in this expanded role?
Masaki: The past year has been transformative. Stepping into the CEO role marked a significant change, not just in my responsibilities, but also in our organizational culture. I’ve aimed to dismantle the existing silos and encourage a culture of openness, where issues are collectively addressed rather than avoided. This cultural shift has been a top priority for me.
Karin: What changes have you noticed in how people perceive you in this expanded leadership position?
Masaki: The scope and visibility of my role have led to altered expectations. People look for more effective communication, quicker and more decisive leadership, and a higher level of guidance and coaching from me. Understanding these expectations has been key, gathered through constant engagement with my team and leadership at all levels.
Karin: And how do you manage the varied expectations your employees have of you?
Masaki: It’s about finding the right balance. Through regular town halls, leadership meetings, personal emails to all employees, and even a year-end video message, I strive to maintain an open line of communication. These platforms allow me to share our vision, celebrate our achievements, and set the stage for future endeavors while managing expectations realistically.
Karin: So, it’s about balancing listening with managing expectations?
Masaki: Precisely. Listening is crucial, but it’s also important to be transparent about what is feasible. It’s about harmonizing the aspirations of our employees with the practicalities of our organizational goals.
Leadership Lessons:
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Embrace collective problem-solving and openness to transform organizational culture, thereby increasing adaptability and resilience in the face of challenges.
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Effective leadership requires adapting to evolving expectations, engaging with employees authentically, and making timely decisions to guide the organization forward.
Leadership Influences: The Role Models Behind the Executive
Karin: Engaging with people seems crucial to you. Do you have a role model who has influenced your approach as a CEO?
Masaki: Interestingly, I don’t have one specific role model. Throughout my career, I’ve worked under various leaders, each teaching me something valuable. For instance, one CEO was exceptional at presenting to shareholders but struggled to connect with employees and frontline teams, which I believe are critical. This taught me the importance of not only excelling in external communication but also deeply engaging with my team and fostering a strong team spirit.
Karin: It seems you’ve mastered learning from others’ strengths and weaknesses. If you could describe your approach as a CEO in three words, what would they be?
Masaki: That would be analytical, communicative, and decisive. These traits have become even more pronounced as I navigate the complexities of leading GE Healthcare Japan.
Leadership Lesson:
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Absorb and blend insights from diverse sources into your own approach, crafting a leadership identity that’s uniquely informed yet distinctly yours.
The Art of Making Tough Decisions as a CEO
Karin: Adapting to your larger role, how have you evolved, especially in decision-making?
Masaki: The scale of decisions has certainly increased. Previously, as president of a smaller subsidiary, my decisions were significant but on a different scale. Now, they have far-reaching implications, especially with the ongoing reorganization. It's a delicate balance of making informed, timely decisions that will shape our future.
Karin: Making tough decisions is challenging for many. How have you approached this aspect of leadership?
Masaki: For me, it boils down to understanding the full context and acting swiftly. It's essential to have a clear grasp of our customers, the market, and our team's dynamics. Procrastination due to over-analysis is a trap. Speed and clarity are my focus, ensuring we stay ahead without sacrificing decision quality.
Karin: Any advice for emerging leaders on decision-making?
Masaki: Start practicing early. Decision-making is a skill that can be honed in any role. Seek out opportunities to make decisions, understand their impacts, and learn from them. It's equally important to manage how these decisions are communicated and understood by your team.
Karin: It sounds like effective communication is as crucial as the decision itself, especially in difficult situations like downsizing.
Masaki: Absolutely. Leadership involves making hard decisions, including those that affect team structure. It's part of the job. The key is to practice, learn to communicate effectively, and provide timely feedback, which is vital for growth and adaptation.
Leadership Lesson:
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Striking the right balance considering input and making decisive actions is key to maintaining organizational momentum and achieving goals.
The Spark Behind the Leadership Ambition
Karin: Your proactive and action-oriented mindset has clearly played a significant role in your journey. Reflecting on your career with companies like P&G and Siemens Healthineers, can you pinpoint a turning point that propelled you into executive leadership?
Masaki: My career has been shaped by continuous learning and the application of those lessons. While there’s no single turning point, each role and challenge I’ve faced has built my capacity for leadership, decision-making, and stakeholder engagement, guiding me to where I am today.
Karin: It’s clear you have a profound commitment to diagnostics. Was there a pivotal moment that steered you towards this path?
Masaki: My tenure at Genzyme was a defining period. Working on orphan diseases, which affect a minuscule fraction of the population, underscored the critical need for early diagnosis. The journey of a mother, struggling for years to find a diagnosis for her son, deeply moved me. It highlighted the paramount importance of diagnosis in patient care, which in turn fuels my passion for working in diagnostics at GE Healthcare.
Karin: That’s a compelling insight. How did this experience influence your career decisions?
Masaki: It was the catalyst for my move to GE Healthcare. Here, our focus is on creating diagnostic tools that facilitate early and precise diagnosis, which I find incredibly inspiring. This aligns perfectly with my desire to make a real difference in patient outcomes.
Karin: Shifting to leadership, where does your drive for leadership stem from? Have you always aspired to be a leader?
Masaki: Absolutely. My ambition to lead was ignited during my time at P&G, where I was part of a competitive cohort. The drive for rapid promotion and recognition fueled my ambition. Over time, while my ambition remains, my need for external validation has diminished, replaced by self-confidence and a focus on energizing my team.
Karin: Now as a CEO, who provides you with acknowledgment and motivation?
Masaki: While I report to higher-ups and seek their recognition, engaging with external leaders and sharing insights at symposiums also offers validation. Collaborating with our global CEO at a major conference was particularly inspiring, underscoring the value of external acknowledgments in sustaining my motivation.
Leadership Lesson:
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Identify what drives you, the passion that fuels your leadership and propels you forward each day.
From Guidance to Growth: Developing A Distinct Leader Identify
Karin: Did your leadership aspirations begin in your student years?
Masaki: Interestingly, no. My transformation occurred at P&G, where I transitioned from a reserved science student to an engaged, aspiring leader, influenced by the company's focus on people engagement and leadership.
Karin: How did mentors influence your development?
Masaki: While my mentorship experiences at P&G were informal, they were invaluable. As my career progressed, the role of mentors evolved into a trusted circle of friends from various industries. This network serves as a sounding board, offering diverse perspectives and bolstering my confidence.
Karin: So, you advocate for mentorship for younger professionals?
Masaki: Definitely. Mentors are crucial for learning and navigating challenges. As leaders, we should encourage and facilitate these relationships for emerging talent.
Leadership Lessons:
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Mentorship and exposure to diverse viewpoints are invaluable for personal and professional growth, fostering a culture of learning and development within the organization.
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A strong network of friends and professional contacts can provide essential support, diverse insights, and confidence, underscoring the significance of social capital in navigating leadership challenges.
Diversity as a Directive: Transforming the Organizational Landscape
Karin: Masaki, your advocacy for diversity is well-known. What drives this commitment?
Masaki: Diversity is crucial for us at GE Healthcare Japan. Historically, our roles, especially for sales and field engineers, were not designed with diversity in mind, often excluding women due to the demanding nature of the job. Recognizing this, we’ve started to redesign these roles, making them more accessible and attractive to a diverse workforce.
Karin: How are you addressing these challenges?
Masaki: We’re reimagining job designs to accommodate more diverse candidates, including women. This involves not just adjusting the roles themselves but also managing customer expectations to allow for more flexible working arrangements.
Karin: Can you describe these redesigned roles?
Masaki: Our focus is on flexibility and inclusivity, allowing for remote diagnostics and offering flexible hours to accommodate personal commitments, like family. This approach has been supported by data indicating a preference among some women for working outside traditional hours.
Karin: And how does inclusion fit into this new framework?
Masaki: Inclusion is about education and acceptance of new working models. We’re actively working to dispel outdated notions about job roles and promote a culture where flexible and remote work is valued just as highly as traditional models.
Karin: It seems your approach to diversity and inclusion is very proactive.
Masaki: Absolutely. Beyond gender and race, it’s about valuing diverse opinions. This diversity of thought is a powerful source of energy and innovation for us.
Leadership Lesson:
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Commit to diversity and inclusion by taking actionable steps, such as redesigning job roles and adjusting cultural norms, to create a workplace where diverse perspectives are valued.
Leadership Without Limits: Empowering Women in Executive Roles
Karin: What are your expectations for women aiming for leadership roles?
Masaki: I encourage Japanese women to be more vocal about their career aspirations and ambitions. Often, societal expectations or self-imposed limitations hinder their progress. By opening up about their goals, we can collaboratively design flexible paths to leadership that accommodate personal and professional growth.
Karin: What’s your opinion about gender quotas for leadership positions?
Masaki: My focus is on merit and potential, regardless of gender. However, I recognize the unique challenges women face, especially in balancing career breaks for family reasons. It's important for women to articulate their leadership ambitions so we can support their career trajectories effectively.
Karin: Any final thoughts on advancing diversity and inclusion?
Masaki: I'm proud to announce a new female leader in our executive team starting January 1st 2024. This is a significant step towards enhancing our leadership diversity and underscores our commitment to fostering an inclusive and dynamic work environment.
Karin: Masaki, your insights and actions are truly inspiring. Thank you for sharing your vision and efforts to champion diversity, inclusion, and women in leadership. I wish you lots of success.
Leadership Lesson:
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Actively address and remove barriers for women in leadership by advocating for flexible, inclusive career paths that recognize and accommodate different life stages and responsibilities.
Discover the inspiring leadership journey of Masaki Wakabayashi at GE Healthcare in our detailed case study.
Dive into a world of inspiring leadership and exceptional executives with Karin’s insightful articles. Feel the spark of your leadership inspiration or define your unique voice, reach out for a transformative dialogue at karin.wellbrock@kaygroup-asia.com – the path to exceptional leadership starts here!
This article reflects the personal opinions of Masaki Wakabayashi, derived from an interview conducted by Karin Wellbrock in December 2023.
ABOUT THE AUTHOR
Karin Wellbrock serves as Partner and COO at Kay Group K.K., a Tokyo-based firm specializing in leadership and organizational development. As a seasoned and certified Leadership and Systemic Team Coach, Karin is committed to guiding both seasoned and rising executives to make a lasting mark in their fields. Through her 'Exceptional Leaders in Japan' series, she offers insights and motivation, showcasing that effective leadership is diverse and change is achievable. Each installment explores complex leadership challenges, adding valuable strategies to the leadership toolkit. For contact, email Karin at karin.wellbrock@kaygroup-asia.com.