Global Leader Raising: IISIA Prep-School


You may wonder why we started the blog with Thai protest movement that has been taking place recently.

Thai`s unemployment rate is soaring in Thailand due to the influence of COVID-19.

About 3,000 young people went out onto the street and appealed to the government to remove Prime Minister, Prayut Chan-o-cha, out of office and democratize. Democratic society operates on the will of the majority; the reason that young people demand democracy is to reflect their voices on politics and make their lives better  ― by themselves.

Young talents are the future of the country. And we IISIA has been dedicating ourselves to turning them into global leaders and encouraging them to embody Pax Japonica – a theory of peace and development using Japan model for international community.

IISIA has made a number of achievements in educating young talents to become the next global leaders.

IISIA has been holding Prep-school seminars since 2012 in collaboration with our sister organization Research Institute for Japan`s Globalization (RIJAG).

Prep-school is a learning platform for college students to nurture leaders that direct world order. The students in question are those interested in promoting understanding and trusting relationship toward Japan within international society. Many of those students interested in the prep-school endeavored to become a career diplomat just like IISIA`s CEO and founder, Takeo Harada.

The educational model that prep-school utilized is Information Literacy education.

It taught students how to deeply analyze public information, withdraw essential conclusion from there, and make future scenarios provided from the conclusion.

We often employed the theme, “The World`s Changing. Japan`s Moving. We Need Leaders.”

The leaders that we need entail three keywords –global, innovative, and leadership. And the leaders can create a new world order, breaking through existing issues that the world embraces. They discern what is really Japanese; think and act beyond the framework of nation states. The prep-school proceeded with thorough discussions and on-site speech made by Takeo Harada.

Examples of our graduates` career:


About 30 bright students from Japan-U.S. Student Association, Japan`s Mock UN club, ICU and Tournament enthusiastically joined the prep-school in 2015. They submitted reports in both Japanese and English and attended 6 series of lectures by Takeo Harada. The content is as follows:

Day1:What is Happening in the World Today?

Day2:What is Happening in Japan Now? What is Really Problematic?

Day3: Information Literacy. Learning the method of “Abduction”

Day4:Special Lecture Inviting Chairman Konno as a Guest.

Day5:The Core Values of Global Leadership

Day6:Wrap-up Group Presentation/Discussion, Making Future Scenarios Together.

Another round in 2018, prep-school was held for a few hours long per seminar and covered academic literatures about the topics below:

― Difference between Synchronicity and AI Synchronicity

― The Transition of Energy Policies under the GHQ Control and Future Scenarios

― Special District for Shanghai Nationality-less refugees in the Modern History of Juda and Japan

Where did the graduates of prep-school go?

There are nearly 300 graduates of IISIA prep-school nationwide; many of them made their careers in many known companies in the public sectors or finance industry, and became consultants, politicians and entrepreneurs. Those young talents, having learned the principle of information analysis and scenario-making, carry the lessons to the next stage of their life, become leaders themselves and disseminate those principles to another set of young talents.

IISIA aim to make this cycle of leader nurturing through our free Information Literacy education deriving from our intelligence service provided to IISIA subscribers who have deep interest in the world and the world beyond.

Therefore, IISIA`s corporate goal in mind is to reach 0.5-0.6million Japanese leaders, change their thinking framework from the bottom, and lead the next generation to make a better future for Japan and other countries.

We appreciate your interest and cooperation.

Thank you for reading!

Global Leadership Unit (GLU)

IISIA and Information Literacy: Why does it matter?

COVID-19 pandemic was a totally unexpected event that turned the world and the world`s economy upside down.

But, really? Did corona virus appear just out of nowhere? – The answer is no.

There are always meanings to events, but most of us experience them without realizing those meaning.

The past four articles that we published so far highlighted the following topics on the method of abduction: the thinking framework used by Western elites, the thinking framework that supported Japan`s high economic growth of the late 1900s, the process to provoke innovation with abduction, and how to acquire this skill.

All these relate to information literacy — the skill that we are committed to convey throughout Japan and across countries.

But then, do you know what information literacy exactly is?

If not, we highly recommend you to grasp the idea as to boost your potential for innovation and leadership, the keys to success in your career, and in a bigger prospect, the power of the country.

Information Literacy refers to the ability of extracting the essence out of a bunch of information through relating back to historical chronology and synchronizing with current events, producing future scenarios from those experience.

If you had high information literacy, actually, this pandemic was not an unexpected happening, but a carefully calculated event (Unfortunately, we can tell you no more as this is our exclusive information as a result of our thorough, qualitative and quantitative research and analysis, and it is only exposed in to the subscribers of our service).

Many consultants, analysts, reporters, politicians, businessmen, and whatever smart people do very well in analyzing what is ongoingly happening or has happened in the past. But this is the hidden pitfall of humanity. Actually, this is not sufficient for you to understand the world and take initiative – because you still fear what may occur in the future, totally invisible and unpredictable. This won`t help you get prepared and take whole control of your own life.

Humans live within their individual “frameworks” – Probably, the word “comfort zone” is easier to understand. When things are happening as you imagined or experienced, you feel at ease. You are being able to take your surroundings under command

Yet, when something happens; and that something has never occurred in your life so you don`t know the definition of it, you feel scared, worried, angry, or upset. Humans` brains try to escape from such discomfort by ignoring it or blaming external factors (environment, other people related, society, etc. ) rather than confronting the unexpected. The ending of the story isn`t always happy in this case. Let`s suppose you heard us talk about the pandemic last year. You would think we are talking some fantasy, but surprisingly, we have been saying that immunity would be the biggest issue in the year of 2020, since 2012.

The question is : how can we prevent negative outcome? – You expand your framework much before the unexpected happens, and what extends your framework is information literacy. In a simple explanation, if you know it rains tomorrow, you know what shoes to choose. Information literacy does the same thing in a much bigger scale.

We IISIA, value information literacy.

IISIA operates on our mission to give people hope and future. And the hopeful future is characterized as Pax Japonica.

This word is associated with words like Pax Britannica and Pax Americana.

However, Pax Japonica is totally different; those two countries disseminated such ideas to dominate the world. But as you may know, Japan is one of the most peaceful countries in the world. The world we envision is not an ultra-nationalistic one or Japan as No.1, but it is a world of co-existence. What we aim through all our activities is to pursue peace and development not only in Japan, but using `the Japan model` to achieve a better international society.

The problem is that we Japanese ourselves are not aware of what is happening in the world and what is awaiting us ahead. We are the obstacles to the way to Pax Japonica.

We continue to claim the importance of information literacy as the foundation for humanity to think about others, the world, beyond oneself.

Therefore, we distribute future scenario reports to our 800 subscribers, and use 50% of the profits to commit CSR activities that are to provide information literacy education to young talents in and out of Japan.

In the coming articles, we will introduce our CSR projects.

Thank you for reading! Your feedback and questions are very welcome.

Do not hesitate to reach out to us. See you in the next chapter!

About Takeo Harada
Founder and CEO of Institute for International Strategy and Information Analysis, Inc. (IISIA), an independent think tank located in the heart of Tokyo. Former career diplomat in the Japanese Ministry of Foreign Affairs, particularly in charge of European affairs and DPRK, for the period of 12 years, Takeo Harada is extremely well-versed in the area of global strategy with his original methodology of future analysis and risk scenarios. Takeo Harada is frequently invited to international forums, panel discussions, and other events to share his unique outlook on “what is going to happen” based on his consistent belief of `Pax Japonica.

What is `Pax Japonica?`
Takeo Harada`s unique ideology, which lies in the belief that Japan, embracing overwhelming amount of social challenges, is bound to embody itself as the role model of overcoming those challenges likely to be faced by the whole world ultimately, for the end of giving hopes and futures for all the people across the world.

What does IISIA do?
An independent think tank that collects, analyzes, and publish regular reports on international affairs, we feel great commitment to making the world better by providing our unique future scenarios that no other can construct with our rich information resources. What we aim through this commitment is to enhance information literacy for all to eventually realize our company vision of `Pax Japonica,` which we believe is closely correlated with the promotion of UN values and SDGs.

Check out the official HP of IISIA to gain more necessary information:

What happens in Japan Society?

We IISIA has dedicated to the social contributions these years such as to provide free information literacy education for the university students not only domestic but also overseas via the online course or internship etc., People may be wondering that why we make our effort to promote such activities. We would like to spend few months from now on to tell our belief and real performance of our social contributions. Firstly, I would like to introduce the origin of our belief based on the book of “why the elite who operate this world use this frame work?” written by Mr. Harada, the CEO of Institute for International Strategy and Information Analysis, Inc.

Have you ever been aware of some special “atmosphere” when you walk around the factory floor of Japanese manufacturers? Isn’t the anxiety and frustration of “just make, but unsalable” floating around? What is happening?

Look at a real story. A very famous American company one day called a Japanese manufacturer to ask them to develop a part for them. The Japanese manufacturer, of course agreed and made their every effort to complete it. Once they have finished the development, the American company just told them that a Taiwanese manufacturer will take it over from now on and what remains to the Japanese manufacturer was a cruel price negotiation. There is still a hope if we can sell a lot… the Japanese manufacturer was positively thinking about it and signed the contract. However, it was not going well and was cut out next year. What this Japanese manufacturer finally got? The immense fatigue and the debt of development cost.

So, what exactly happened in Japan society? Let us think about the three steps of business first; the so-called “innovation, customer facing and infrastructure”. Look back again to the above story. You should be aware of the reason why the Japanese manufacturer failed. They misunderstood the offer from the America will make them get into the so-called global business, however it is only a part of “development” under the extended line of “customer facing”. They were just invited to joint into a “frame work” which is set up by the America company.

Why do the western countries value the importance of “frame work”? As the defeated sumo has to retreat from the sumo ring, the useless player inside the frame work will be only flipped. Or if the frame work itself is judged as insignificance, the whole frame work can be totally replaced and dumped without mercy. The point is who can decide it? The side of setup does. Therefore, the above story again, that famous American company set up the rules of “frame work” and has the right to change the rules, however what the Japanese manufacturer can do is struggling to follow it on and on.

Is the “frame work” the only interest for western corporations? The “agility” is the basic attitude for them to struggle for their life and death. What does the “agility” mean? Close out the unsalable goods; drive down the constant cost; and sustainable investment of global talent acquisition no matter how much the cost is for the purpose of creating new additional values. These ideas of “innovation” can not be completed until the global capital raised. At this very moment, their business transforms to “innovation + infrastructure”. Comparison with the current situation of Japanese manufacturer, where is the future?

How about the China market? Though the conflicts between China and Japan sometimes happen, the Chinese elites and wealthy class are eager to hold Japanese yen in fact. Why? What they aim is the technical power of Japan. Of course, the soaring of labor cost in major cities may wake up a retreat from china market, however the secondary cities in China are waving their hands to Japanese companies. A declining birthrate and an aging population is inevitable in Japan society and the shrink of Japanese market is visible. To make a good use of Japanese technical power to conquer the immense Chinese market and to acquire the business profit would not be a weird route for japanese business leaders.

So, the next question is how we Japanese companies survive in a global business environment? The answer is「innovation, innovation and innovation」. To compete with the agile American manufacturers under the circumstances of finance capitalism, the speed of technical development of Japanese companies as rapid as American’s is necessary. When we turn around to face the Chinese market, they will definitely ask the same「next, yes, next…」, that means the ability of continuous productivity of latest technology is required. If this kind of ability of innovation is lost, the capital flow from China to Japan will be stopped.

However, after the end of so-called “Heisei bubble”, that there is no need for innovation becomes a new trend among Japanese companies, because it means no more than cost of money and time. Moreover, innovation may bring new structures and approaches of current works, that means unemployment may happen. That is why people are against the innovation.

What is the essence of “innovation”? Honestly speaking, the innovation is so far exercised in the field of Japanese manufacturer is no more than a development of technical structure of measurements and controls under the “existent frame work which was made outside Japan”. The real innovation is to create a newborn frame work which can bring a brand-new value. Let us look deeply at it next time.

*the above content is abstracted from the book of “why the elite who operate this world use this frame work?” published in 2015. The author is Mr. Harada, the CEO of Institute for International Strategy and Information Analysis, Inc.

Staying Out of Funding Problems as CSR Division

Most CSR divisions would not come on top, or even be actively engaged, in the budget-snatching competition for the company. That of our institute, IISIA, is a fortunate exception. We are, currently, allotted staggering 50% of the total revenue of the institute, with the acknowledgments of the clients. And the revenue is growing fast, scoring a 146% year-on-year growth in FY2019. This is manifesting how our institute, presided by Mr. Harada, is committed to realizing the vision of Pax Japonica. 

The main revenue source of IISIA is a subscription service that grants access to our analysis reports on the global currents and financial markets, entitled as Harada Takeo Gemeinschaft (provided exclusively in Japanese at the moment)The future scenarios we present through the reports, grounded on the intelligence of wide and deep spectrums, have been a guiding reference for our clients, many of whom are a president of SMEs in Japan.

Under the constraints resulting from the novel coronavirus pandemic, think tanks the world over have been struggling with funding. Many of their partners have suspended their funding because their priorities now tend to be on more “essential” materials for survival. The problem has been so stark that, on some think tank summits, the theme of “survival strategy of think tanks” has been one of the main agendas along with themes like “the public health crisis” and “international cooperation”.

We, as a research institute and a think tank, are blessed in this regard. The level of uncertainty brought about by the pandemic has not put a hindrance on our mission. Rather, on the contrary, the instability and the shrouded mood besetting the people have attracted more of them to our guidance, whose alternatives are scarcely available elsewhere. Without relying on outside resources, we can continue to focus on what we are determined to do in the no-profit segment.

I am not claiming that our operating model is superior in any ways to think tanks operating as a no-profit organization. (And if it sounds that way, the blame is on me personally.) As a down side, striking a balance of for-profit businesses and no-profit activities in a company, especially at hard times, will be a nugging problem, of which NPOs are exempt.

Having said this, our model, making in-house profit out of providing information and making commitments through actions out of the capital, should be worth taking a look with regard to the funding issue of think tanks. As for more details on how our institute is operating, please stay tuned for further posts and our statements in think tank conferences, such as Lauder Institute’s Think Tank Town Hall meetings. Thank you and see you again soon.

How I Met the Unlikely Guru, Mr. Harada

It feels like a nonsense plot twist in life that I ended up here, and yet peculiarly makes sense somehow. Acquiring the bachelor and masters degree at the University of Tokyo, I took a job at a middle-scale IT venture company, directing the development of a mobile game for one year, and then moved on to a 4-member startup, doing, well, pretty much everything for the growth of its video-streaming web service.

Two years later, here I am, throwing away the tech-company uniform of T-shirts and jeans, getting out of snappy vibes and hip-hop BGM at the office, engaged in a mission of giving hope and future to the world. Going back a little bit, how I met Mr. Takeo Harada, our president, is all but spectacular. I applied for the job on Indeed, and he interviewed me.

I clicked on the job for the “international CSR activities” at a think tank simply because I was curious what it would be about. And the interview, then, made me still more curious and uncomfortably lost at the same time. He asserted that the world is going to be “Pax Japonica” in the close future, that Japan is going to be the driving force to bring peace to the ever uncertain world.

Mr. Harada talks “Pax Japonica” with his trademark speech style (in Japanese)

My reaction to that was actually quite neutral. He, with his trademark crispy and fast-paced speech, gave me a series of reasons to back that up, some convincing and others I had a hard time digesting. I was still interested enough in the idea that I proceeded to read some of his books and other publications, and it grew on me to the point, “maybe”. “It should be entertaining to give it a try, making Japan great again, perhaps,” thus I thought. (I need to clarify this is not my current attitude, obviously)

One reason, probably not the main one, for tilting towards the idea might have been because I was doing an English teacher on the side back then. As I struggled with teaching, I always found it frustrating that being Japanese has become a big handicap in the globalized world if only because English is too different from Japanese for many of us to even get the hang of it. If Japan can become the center of the world and being Japanese can be a huge advantage, it’s kind of nice for us, I remember my thinking went.

So we both agreed that I take the job, building up the team of international CSR, Global Leadership Unit. I know that you might be a little confused or even frustrated how I have kept the main concept of this blog and the institute hazy and eschewing the core part. No worries, I and my colleagues will start posting more on our vision and activities and gradually make things crystalize for you. To tell you the truth, we will also be learning about the ideas as we do this, and we are excited to be able to discuss them with you as well. See you all next week.

Greetings from a “Pure” Japanese

There is this rather odd-sounding word in Japanese, “jun-Japa”, which is quite widely used in younger generations in Japan. This word is originally an abbreviation of “Junsui-na Japanese”, which literally means “a pure Japanese” or “genuine Japanese”. You might roll your eyes and immediately get a sense that this word, created maybe out of some petty national pride or outright xenophobia, should probably refer to a Japanese of Japanese descents all along. The actual definition is, though, a little more complicated and can be quite confusing, especially when you know the implications of the word.

My name is Taishi Ito, I’m working for Institute for International Strategy and Information Analysis (IISIA) located in Tokyo, Japan, and I basically fall into this category of “jun-Japa”. This is because I meet the requirements of “being Japanese” and “never having lived abroad”, and people tend to, yes, compliment me for that.

So, as you might be wondering, or possibly horrified, does it mean people believe that living outside of Japan “contaminates the Japanese blood” and so better be avoided? Please feel reassured, this is not the case. I get such compliments because I can speak English despite not having studied abroad, not because of the “purity” of my pedigree by any means.



As my example indicates, the word “jun-Japa” is often used in the context where people say someone’s English is pretty good EVEN THOUGH they have not studied abroad, or people acclaim themselves for their linguistic ability DESPITE having no long-term experience outside Japan. We are tempted to distinguish these people because English is extremely hard for us to master, and having lived in English-speaking countries is obviously a huge benefit in this regard.

I’m not here bragging about this trait. After all, I do not have a long-term experience outside Japan indeed, but I do have quite a lot of experience working with people around the world using English and some other languages, and such definition hardly matters for me. But because my current mission at the institute is to achieve “Pax Japonica”, which I will inevitably describe in later posts, my standpoint should be something to consider.

Please stay tuned for what this Japanese has to say about the world through his views, which can be “pure”, perhaps more like “naive” at times, slightly biased or impressively neutral because of his background. See you all again soon.