Mr. Wang’s intuition was right. During his first ten years at Panasonic, he worked as a key player on the frontlines of negotiations with Chinese markets and companies. All the while, he learned and experienced firsthand the difficulty and appeal of manufacturing, with a particular focus on air conditioners. He found immense satisfaction in his work, which merged the aspects of business and management with the philosophy of making people’s lives convenient and prosperous. It also brought him joy to see the products he created in stores and being purchased and appreciated by family and friends.
“In 2008, the year of the Beijing Olympics, President Hu Jintao came to Japan from my home country and visited Panasonic. Several Chinese employees, including myself, were selected to explain our products and factories. I was entrusted to describe our air conditioners, refrigerators, washing machines, EcoCute heat pump water heaters, and other appliances. At the time, air conditioners made in China only had low ratings by energy-saving standards. I explained the technology behind inverters and how the strictness of Japan’s energy-saving standards affects power consumption and the environment. These were things I had learned in Japan and what I wanted many others, particularly the Chinese, to know. After that, air conditioners made in China started to meet those standards. This is partly due to competition in the household appliance business in Europe, the United States, Japan, and China, but if taking people and the environment into consideration, it also has the effect of allowing air conditioners with less environmental impact to spread around the world at affordable prices. This was exactly the kind of potential I felt Panasonic had.”
After that, Mr. Wang worked on expanding the reach of Panasonic products in Europe and Southeast Asia. Even with technologies that had shown success in Japan, it was often impossible to spread the products without alterations, and there were many challenges due to differences in water quality and regulations among different countries. Mr. Wang says that whenever that happened, he would turn to the problem-solving abilities he cultivated through research and the spirit of manufacturing rooted in Konosuke Matsushita’s business philosophy.
“Panasonic operates under a business philosophy based on the founder’s words, presented in the form of the ‘Basic Management Objective’ and ‘Company Creed and Seven Principles.’ When faced with a work challenge, I always return to these guiding principles and think about the issues at hand. The Basic Management Objective describes Panasonic’s contribution to the advancement of world culture, and the Seven Principles describes the mindset needed to implement that objective. In 1932, Konosuke Matsushita presented a principle called ‘Tap Water Philosophy,’ which states that poverty can be overcome by supplying goods in large quantities and at low prices, like tap water. I think this could be interpreted as not only overcoming the social problem of poverty that existed back then but also addressing today’s challenge for society: environmental issues. Moreover, the “society” in the “Contribution to Society” in the “Seven Principles” can be said to be the “societies of the world” for Panasonic, which has become a global corporation. When I think of industrial patriotism as contributing to the development, prosperity, and environmental harmony of the world through business toward realizing an ‘ideal society,’ the fog and haze in my vision clear.”
In 2020, as Mr. Wang reached his mid-40s, he started considering his future career plans and chose a new path. He currently works for Panasonic Operational Excellence Co., Ltd., a company that supports the development, growth, and self-fulfillment of the Panasonic Group’s entire workforce. Since 2009, when he serves as a tutor (senior instructor) for the training of new employees, Mr. Wang has always felt the importance of conveying the “Konosuke Matsushita’s philosophy,” which he himself has repeatedly explored. He says he has developed a strong desire to become a certified Panasonic BBP (dendoshi) instructor who conveys this business philosophy to new employees.