Discover the Future of Executive Search with Makana Partners
Transforming Executive Search in Japan
In the competitive landscape of 21st-century recruitment, finding and securing top bilingual professionals in Japan is a daunting task. Traditional methods often leave clients feeling neglected, bombarded with irrelevant CVs, and frustrated by a lack of feedback. At Makana Partners, we’ve reimagined the executive search process to be swift, efficient, and high-quality.
Why Choose
Makana Partners?
Expert Consultants: Our team boasts an average of 15 years of experience in various niche markets, successfully closing some of the most challenging searches, even those open for over a year.
Unparalleled reach: We are a boutique search firm with extensive networks, robust research capabilities, and minimal off-limit clients.
Unwavering Commitment to Quality: We deliver lightning-fast searches without compromising on the quality of candidates.
Our Services
Executive Search in Japan: Specializing in mid-senior level roles, we offer both contingent and retained search services. Our strategic approach, combined with extensive market intelligence and advanced technology, ensures we find the perfect match for your organization’s needs. We bring unique opportunities to Japan.
Career Guidance for Talent: We understand the significance of your career decisions. Our advisory services span across various industries, helping you make well-informed choices for both short- and long-term career goals, considering your passions and life aspirations.
Global Reach with Local Expertise
Since 2022, Makana Partners has proudly partnered with Horton International, a top 40 global executive search firm. This partnership enhances our capabilities, allowing us to connect outstanding talent with remarkable opportunities worldwide.
Experience the Gift of Opportunity
Join Makana Partners and discover how we can transform your executive search experience. Let’s connect talent and opportunity to shape a successful future together.
Contact Us
Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai,Nishi-ku,Yokohama-shi, Kanagawa, Japan 220-0012
Our Core Values
At Makana Partners, we believe that talent and opportunity are universal gifts.
Our mission is to connect these gifts through exceptional service built on trust and integrity.
We prioritize long-term relationships and aim to add value at every step of the recruitment journey.
Testimonials
Latest News
Latest updates from the industry
Japan’s rural industries are grappling with a severe labor shortage, especially in isolated regions where depopulation and aging are accelerating. But on a small island in the Seto Inland Sea, one shipbuilding company is swinging for the fences with an innovative approach: using the power of team sports to revitalize its workforce and community. Iwaki Tech: A Shipbuilder’s Bold Play Iwaki Tech, headquartered on Iwagi Island in Kamijima, Ehime Prefecture, has long been a pillar of the local economy. The company specializes in manufacturing steel blocks for ship hulls and boasts the nation’s top share in hatch covers for cargo ships. Despite stable business performance, Iwaki Tech has struggled for years to attract young talent, a challenge exacerbated by Japan’s demographic headwinds and the island’s remote location. Over the decade leading up to 2020, the company managed to hire only one new graduate every two years. To address this, Iwaki Tech formed a dedicated recruitment team in 2021, resulting in a modest uptick in hires. However, most new recruits preferred working at the company’s factories on the mainland, accessible by road, rather than the main plant on Iwagi Island, which requires a ferry ride—a logistical hurdle that often deters young workers. A Game-Changing Idea: The Birth of a Baseball Team The breakthrough came in February 2024 at a casual gathering, when a local suggested that forming a baseball team could attract young people eager to continue playing the sport after high school or college. With ample sports facilities on Iwagi and neighboring Ikina Island, the idea quickly gained traction. Within months, enough interest was generated to form a team, and by October, the Iwaki Tech Baseball Club was officially launched. The team now fields 18 players aged 18 to 30, including six new hires set to join the company in April. Their rallying cry, “From the island to the national stage,” reflects both their sporting ambitions and the company’s hope to draw national attention to Kamijima. Beyond Recruitment: Revitalizing the Island Community The impact of the baseball club extends far beyond the company gates. Practices resound with youthful energy, a rare commodity on an island with a population of just 6,000. Players, some of whom have relocated from urban areas, note the superior training environment and the warm integration into local life—participating in festivals and receiving encouragement from residents. Company leaders see the club as a dual opportunity: to develop employees both on the field and in the shipyard, and to showcase the unique lifestyle and career opportunities available on the island. As General Manager Daijiro Yamamoto puts it, “We hope they’ll discover the joy of island life and shipbuilding, and stay with us for the long term”. A New Era for Ehime Baseball and Regional Revitalization With Iwaki Tech’s entry, Ehime Prefecture now boasts two corporate baseball teams, rekindling local enthusiasm for the sport and providing healthy competition for the established Matsuyama Phoenix club. Industry leaders and local officials alike hope that this rivalry will not only elevate the level of play but also help attract more young people to the region, supporting both sports and economic revitalization. Key Takeaways for Regional Employers Innovative Recruitment: Leveraging sports and other extracurricular activities can make remote workplaces more attractive to younger generations. Community Engagement: Integrating new employees into local life fosters a sense of belonging and mutual support. Dual Development: Programs that combine professional and personal growth help retain talent and build organizational loyalty. Conclusion Iwaki Tech’s bold experiment demonstrates that tackling Japan’s rural labor shortage requires creativity, community spirit, and a willingness to try new approaches. By turning to baseball, the company is not just building a team—it’s building a future for the island and its industry. Author: Yan Sen Lu, Managing Director - Makana Partners Source: https://mainichi.jp/articles/20250308/k00/00m/050/ 078000c
We are excited to welcome you to the third issue of Makana 2.0 —our flagship e-magazine that brings together thought leaders from across industries to share valuable insights on HR, leadership, and technology, with a special focus on Japan and Asia. As we move from the quiet of winter into the vibrant bloom of spring, the cherry blossoms remind us of renewal and growth—values that continue to guide our mission. With each issue, we aim to bring you fresh, forward-thinking insights to help you thrive in today’s fast-changing business landscape. In this edition, we’re proud to feature: Francis Fung , who explores how underrepresented groups—especially orphans—can help address Japan’s pressing labor shortage while advancing ESG goals. Linkedin Hiroyuki Nagashima , CEO of ToiToi, on the power of relationships in shaping corporate culture. Linkedin Naotake Momiyama on the top three value-added contributions of an HR business partner. Linkedin And a special piece from Yan Sen Lu , sharing key considerations when hiring leadership talent in Japan. Linkedin These stories are meant to spark ideas, challenge assumptions, and support your journey as a business leader navigating Asia’s unique challenges and opportunities. As always, we welcome your feedback—it helps us make each issue better. And if you have ideas or stories you’d like to contribute, we’d love to hear from you. Thank you for being an integral part of the Makana community. Link to article: Makana 2.0 - Issu e 3 Stay informed. Stay inspired. Stay ahead.
When considering a senior leadership hire for a multinational corporation (MNC) operating in Japan, the evaluation criteria must go beyond conventional metrics such as English proficiency, business acumen, technical expertise, or even leadership skills like P&L management. While these qualities are undeniably important, the most critical attribute lies in the ability to bridge cultural divides—translating Japanese corporate culture and consumer trends to global headquarters, while simultaneously adapting Western management principles to resonate with a Japanese workforce. Understanding Japanese Corporate Culture Japanese corporate culture is deeply rooted in traditional values such as harmony (wa), hierarchy, and group cohesion. These principles stem from the country’s major religious practices—Shintoism and Buddhism—which have profoundly shaped societal behaviors and workplace dynamics. Shintoism emphasizes harmony with nature and reverence for spiritual entities (kami), fostering rituals that celebrate purity and interconnectedness. This cultural foundation translates into workplace practices that prioritize collective well-being and respect for nature. Buddhism, particularly Zen, emphasizes mindfulness, simplicity, and dedication. Its influence is evident in Japan's meticulous work ethic and the pursuit of perfection in craftsmanship (monozukuri). These values manifest in corporate environments through practices like lifetime employment, consensus-driven decision-making (e.g., nemawashi), and risk aversion. Employees often prioritize loyalty to their organization over individual ambition, reflecting a collectivist mindset. Challenges for MNCs in Japan Western management principles—such as individualism, direct communication, innovation, and flat hierarchies—often conflict with Japanese tendencies toward group harmony, hierarchical respect, and long-term stability. For example: Decision-making in Japan is consensus-driven and deliberate, contrasting sharply with the results-oriented urgency of Western businesses. Japanese employees value loyalty and collaboration over competition or personal recognition, which can clash with performance-based incentives common in Western firms. When MNCs attempt to impose Western-centric cultures in Japan without adaptation, they risk alienating both their workforce and their customer base. The Role of Leadership: Bridging Cultures The savviest senior leaders are those who can integrate the best aspects of both cultural philosophies. They act as cultural translators—bridging gaps between Japanese traditions and global business objectives. This requires: Cultural Sensitivity: Understanding the nuances of Japanese corporate values like harmony (wa), loyalty, and meticulous attention to detail. Adaptability: Tailoring Western management principles to align with Japanese expectations without compromising organizational goals. Strategic Communication: Translating global HQ’s vision, mission, and targets into culturally resonant messages for Japanese teams. Relationship Building: Cultivating trust among Japanese employees while maintaining alignment with international stakeholders. In conclusion, the most successful senior leaders in Japan are not merely fluent in English or adept at managing P&L; they are cultural integrators who harmonize divergent philosophies into a cohesive strategy. By blending the collectivist ethos of Japanese corporate culture with the innovative drive of Western management principles, these leaders create organizations that are not only competitive but also deeply attuned to local market dynamics. In an increasingly globalized world, this ability to bridge cultures isn’t just desirable—it’s essential for sustainable success.