New Breed of Business - June 2, 2026
AGC transformed its corporate culture from risk aversion to embracing innovation.
AGC, formerly known as Asahi Glass Company, had been manufacturing flat glass for more than 100 years.
In 2015, when Mr. Takuya Shimamura became CEO, he discovered that the company's profits for that year were only about one-quarter of the 2010 levels. He realized that the company needed to undergo significant changes.
Back then, AGC's culture was risk-averse. Mr. Shimamura discovered that middle managers acted as gatekeepers to change. To address this, he decided to meet personally with employees at all levels. Each year, he visited approximately 50 worksites worldwide and held more than 150 in-person meetings, averaging about three meetings per week—a routine he maintained for three years.
During these meetings, Mr. Shimamura reiterated AGC’s founding philosophy:
1. "Never take the easy way out; instead, confront difficulties."
2. "Trust is the best way to inspire others."
3. "Strive to develop technologies that will change the world."
4. "A sense of mission drives us to move forward."
In addition, Mr. Shimamura encouraged employees to bring questions and new ideas to discuss during meetings. He also provided resources for innovative projects and promoted employees who demonstrated initiative and creativity.
Since then, AGC has evolved from a flat glass manufacturer into a producer of advanced materials. Currently, its core businesses include architectural glass, automotive glass, displays, essential chemicals, and ceramics. Its strategic business areas encompass electronics, life sciences, mobility, and performance chemicals.
Since 2017, AGC's profits and the proportion of profits derived from its strategic businesses have increased every year.
Bibliography:
· AGC, Inc. (2023, January 20). AGC’s pursuit of ambidextrous strategy: A discussion with Charles O’Reilly. AGC Inc. https://www.agc.com/en/hub/pr/ambidextrous_strategy.html
· AGC, Inc. (2023, February 8). Toward the realization of Vision 2030. AGC, Inc. https://www.agc.com/en/ir/library/briefing/pdf/2023_0208e_3.pdf
· AGC, Inc. (2024, February 22). Mastering ‘Ambidextrous Strategy’ navigating success via business exploration and exploitation. AGC, Inc. https://www.agc.com/en/hub/pr/2023CEO-01.html
· AGC, Inc. (2025, November). Company overview. AGC, Inc. https://www.agc.com/en/ir/library/outline/pdf/c_overview.pdf
· AGC, Inc. (n.d.). Long Term Management Strategy Vision 2030. AGC, Inc. https://www.agc.com/en/company/strategy/long_term_plan/index.html
· Kaichi, T. (2022, July 29). AGC takes on new areas from long-term perspective. Japan Times. https://sustainable.japantimes.com/unraveling/05
3M allocates 15% of its discretionary time to innovation.
3M, an American conglomerate that has launched more than 60,000 products, has allowed its scientists and engineers to spend 15% of their time on innovation since 1948.
Many products have emerged from this discretionary time at 3M, including multi-layer optical films and automotive window treatment films.
Bibliography:
· 3M (n.d.). Our brands. 3M. https://www.3m.com/3M/en_LB/company-mea/our-brands/
· 3M. (n.d.). 15 percent culture: creativity needs freedom. 3M. https://www.3m.com/3M/en_US/sustainability-us/stories/full-story/~/creativity-needs-freedom/?storyid=f0214e0a-d1d6-46f5-a197-ada388bf98fd#:~:text=A%20core%20belief%20at%203M%20is%20that,our%20resources%2C%20to%20build%20up%20a%20unique
Fifty-two percent of Gen Z adults reported needing mental health support.
Generation Z or Gen Z may be technologically savvy, but they remain emotionally vulnerable.
According to a UNICEF survey of 5,567 Gen Z individuals in Japan, Malaysia, Mexico, South Africa, Switzerland, the United States, and the United Kingdom, 67% of Gen Z adults reported feeling overwhelmed by global news and events, while 52% indicated that they needed support for their mental health.
Employer-sponsored mental health support can eliminate barriers that prevent employees from seeking professional help.
Bibliography:
· Global Coalition for Youth Mental Health. (2025). UNICEF perceptions of youth mental health report 2025. Global Coalition for Youth Mental Health. https://www.youthmentalhealthcoalition.org/media/591/file/Genz-global-report-EN.pdf
Eighty-nine percent of consumers want to know when they are interacting with AI.
According to IBM’s survey of 8,500 consumers, 89% of respondents preferred to be informed when they are interacting with artificial (AI).
To make your organization appear trustworthy, be sure to inform customers when they are interacting with AI.
Bibliography:
· IBM Corporation. (2025). 5 trends for 2026. IBM Corporation. https://www.ibm.com/downloads/documents/us-en/1443d5df79cf4c92
Forty percent of consumers wanted to see more micro-series.
According to Deloitte’s 2025 survey of 1,620 consumers familiar with micro-series, 40% expressed a desire to see more micro-series on streaming platforms.
Brands can integrate their products into the storyline or create their own micro-series to convey their brand messages.
Bibliography:
· Deloitte. (2025). TMT Predictions 2026: The gap narrows, but persists Deloitte predicts. Deloitte. https://www.deloitte.com/content/dam/insights/articles/2025/ca188454_tmtp26/pdf/2026_TMTP.pdf
Amazon employees are permitted to bring their dogs to work.
Amazon, an American online retailer and technology provider, allows its employees to bring their dogs to work.
Amazon offers dog parks near its buildings, featuring spacious play areas, designated bathroom areas, wash stations, and high fencing. Dog treats are also provided.
Employees organize dog-related events, including virtual treat-baking classes, veterinary seminars, agility courses, and street fairs featuring dog pools.
Additionally, they have created an online chat room where employees can share pictures of their dogs.
More than 10,000 dogs are registered in the Dogs at Work Program across over 100 locations worldwide.
Besides improving employees' physical and mental health, this approach breaks down corporate silos, which can help employees solve problems more effectively and spark innovation.
Bibliography:
· Amazon.com, Inc. (2024, February 24). Is your dog welcome at work? At Amazon’s Sydney office, canines now have their own playground. Amazon.com, Inc. https://www.aboutamazon.com.au/news/workplace/is-your-dog-welcome-at-work-at-amazons-sydney-office-canines-now-have-their-own-playground
· Amazon.com, Inc. (2024, April 11). Meet some of the dogs who help make Amazone a great place to work. Amazon.com, Inc. https://www.aboutamazon.com/news/workplace/how-much-does-amazon-love-dogs-just-ask-one-of-the-8-000-pups-that-work-here
Ninety-one percent of learning and development professionals believed that continuous learning was “more important than ever for career success”.
According to LinkedIn Learning’s Workplace Learning Report 2025, which surveyed 937 learning and development professionals, 91% of respondents believed that continuous learning was "more important than ever for career success."
Employers should offer a variety of learning opportunities, including formal education, online courses, mentoring, knowledge-sharing forums, and employee resource groups.
Bibliography:
· Linkedin Learning. (n.d.). Workplace Learning Report 2025: The rise of career champions. Linkedin Learning. https://learning.linkedin.com/content/dam/me/learning/en-us/images/lls-workplace-learning-report/2025/full-page/pdfs/LinkedIn-Workplace-Learning-Report-2025.pdf