Episode #262; Hideo Goto, President Schick Japan

“Walk the talk is the most powerful way to build trust.”


“Beauty grooming didn’t exist—it was a new word to reflect a new purpose.”


“People didn’t see themselves in the beauty industry until they started to look in the mirror.”


“Recognition isn’t just celebration—it’s about noticing the mindset, not only the results.”


Previously Hideo was Country Manager, Beauty Care Japan & Korea at Henkel; General Manager of several divisions at L’Oreal in Japan & Taiwan; Product Manager at Johnson & Johnson. He has a BA from Meiji University and an MBA form Thunderbird School Of Global Management.


Episode Outline


00:00 – Introduction & Welcome
Greg Story introduces Hideo Goto and sets the stage for a conversation on leadership and transformation.
04:15 – Career Journey
Goto shares his professional background across Johnson & Johnson, L’Oréal, Henkel, and Schick.
08:40 – Five Turnarounds & New Book
How Goto successfully led five corporate turnarounds and documented his method in a book.
12:10 – Becoming a Country Leader
First experience as general manager at Henkel and later as president of Schick Japan.
15:30 – Purpose & Vision as Engagement Drivers
Why transformation begins with a clear purpose and vision, not just numbers.
20:25 – Creating the Concept of “Beauty Grooming”
Introducing a new category to redefine shaving as part of the beauty business.
26:10 – Building the Beauty Ambassador Program
How one-on-one conversations with employees sparked a company-wide culture shift.
32:45 – Embedding Purpose Across the Organization
Turning abstract vision into something lived by staff every day.
37:30 – Office Renovation as Cultural Catalyst
Using physical space redesign to reinforce purpose and inspire joy.
44:20 – Overcoming Resistance to Change
Dealing with employees who preferred the comfort zone of past success.
50:05 – Lessons from Henkel
Discovering the power of purpose-first leadership through trial and error.
54:50 – Walking the Talk to Build Trust
Making purpose visible through concrete action and consistent follow-through.
01:00:30 – Recognition & Celebration in Japan
Adapting recognition practices to fit Japanese cultural dynamics.
01:06:15 – Developing Middle Managers
Cascading leadership practices and recognition through management layers.
01:11:20 – Corporate Culture & Values
Aligning Schick Japan’s culture with Edgewell’s four values while localizing.
01:16:40 – Advice for Foreign Leaders in Japan
Navigating communication styles, cultural differences, and trust-building.
01:22:10 – High Standards & Perfectionism
Understanding Japanese consumers’ demand for flawless quality.
01:27:35 – The Recipe for Transformation
Goto’s step-by-step model: Purpose → Strategy → Restructuring → Small Wins → Culture.
01:33:20 – Learning from Mistakes
Why failing fast and small is essential for long-term success.
01:37:55 – Role Models & Learning on the Job
The importance of global mentors and real-world experience.
01:42:00 – Managing Stress & Balance
Keeping 30% capacity free and maintaining perspective.
01:47:10 – Closing Reflections
Final thoughts on leadership, transformation, and purpose-driven success.


Hideo leads with a transformational mindset rooted in purpose, clarity, and genuine human connection. His leadership approach centers on revitalizing legacy organizations by redefining their identity and embedding a culture of innovation, joy, and self-belief. Across five successful turnaround cases in his career, Hideo discovered that real change begins not with strategy, but with a compelling purpose and vision. At Schick Japan, he introduced the idea of “beauty grooming” as a new brand identity—transforming shaving from a commodity into a value-rich, emotionally resonant experience. This pivot reimagined the business from a transactional model reliant on discounts to one driven by brand value and aspiration.


To implement this shift, Hideo engaged in one-on-one conversations with all 110 employees within the first two months. This individual engagement served a dual purpose: to build trust and to carefully test and refine his ideas based on team feedback before rolling them out. Through these personal interactions, he unearthed stories—like a senior employee’s joyful transformation using hair color—that became powerful internal case studies. By elevating that individual as a “beauty ambassador,” Hideo catalyzed a grassroots movement that encouraged self-care, pride, and alignment with the new company purpose.


Recognizing that vision needs more than words to take hold, Hideo invested heavily in visual and cultural transformation. A dramatic office renovation served as a physical manifestation of the company’s new identity. The modern, light-filled space brought the abstract idea of “joyful beauty grooming” to life and signaled serious commitment to change. This, paired with the creation of an on-site innovation studio, reinforced the values of creativity and forward momentum.


Hideo believes in “walking the talk” as the cornerstone of building trust. By visibly following through on promises—whether it’s office renovation, launching new products, or creating a culture of recognition—he demonstrates integrity in action. He instituted a structured recognition culture, teaching managers to appreciate not only results but also processes and mindset. He emphasizes the importance of linking every achievement back to the company’s core values, reinforcing a culture that is both consistent and inspiring.


His leadership style is characterized by balance—between top-down direction and bottom-up input, between Western urgency and Japanese reflection, and between innovation and cultural sensitivity. He tailors his approach depending on readiness, starting with senior leadership, cascading through middle management, and then to staff. He nurtures psychological safety by decoupling innovation from punishment, encouraging experimentation while accepting failure as part of growth.


For Hideo, transformation is not a single event but a step-by-step evolution: purpose and vision, then strategy, followed by organizational alignment, early wins, recognition and celebration, and finally, values reinforcement and cultural embedding. His ability to translate abstract concepts into tangible systems and environments, while maintaining an authentic and inclusive leadership presence, has made him a standout figure in modern corporate leadership in Japan.