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	<title>Comments on: Soft business, hard profits</title>
	<link>http://mffitzgerald.com/wordpress/?p=190</link>
	<description>An occasional journal of ideas and work by Michael Fitzgerald</description>
	<pubDate>Wed, 29 Apr 2026 22:17:30 +0000</pubDate>
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		<title>by: Employee Engagement Leadership Team Building - Michael Lee Stallard</title>
		<link>http://mffitzgerald.com/wordpress/?p=190#comment-262374</link>
		<pubDate>Sun, 25 May 2008 21:44:29 +0000</pubDate>
		<guid>http://mffitzgerald.com/wordpress/?p=190#comment-262374</guid>
					<description>[...] Michael Fitzgerald who writes for The Economist, The New York Times and other thought-leading publications just published in Japan&#8217;s Shukan Diayamondo an interview he did with me about Connection Cultures.  Michael posted the pre-translation English version on his Archimedes&#8217; Hot Tub blog.  When I worked for Morgan Stanley in the late 1990s, I spent some time in Japan analyzing the market to determine if it made sense to build or buy an Japanese investment trust business.  I concluded that Japanese stock broker&#8217;s culture was so different from Morgan Stanley&#8217;s that any acquisition would unwise.  From my brief exposure to Japan it seemed to me that employee engagement was low, at least in the securities business.  It may have been different in the automotive and other industries. Does anyone have any experience working in Japan and would share their thoughts with us about employee engagement in the country?     These icons link to social bookmarking sites where readers can share and discover new web pages. [...]</description>
		<content:encoded><![CDATA[<p>[&#8230;] Michael Fitzgerald who writes for The Economist, The New York Times and other thought-leading publications just published in Japan&#8217;s Shukan Diayamondo an interview he did with me about Connection Cultures.  Michael posted the pre-translation English version on his Archimedes&#8217; Hot Tub blog.  When I worked for Morgan Stanley in the late 1990s, I spent some time in Japan analyzing the market to determine if it made sense to build or buy an Japanese investment trust business.  I concluded that Japanese stock broker&#8217;s culture was so different from Morgan Stanley&#8217;s that any acquisition would unwise.  From my brief exposure to Japan it seemed to me that employee engagement was low, at least in the securities business.  It may have been different in the automotive and other industries. Does anyone have any experience working in Japan and would share their thoughts with us about employee engagement in the country?     These icons link to social bookmarking sites where readers can share and discover new web pages. [&#8230;]
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