What Product Managers Can Learn About Culture From Japan

Forbes

14-05-2025

Rocky Sharma is Investor at The Procurement School. 2x CEO, 3x Head of Product. Stanford GSB alumnus.
Product managers play a critical role in a company. Customers experience the company's culture through its products—and product managers shape that experience through their behaviors and decisions. Hence, product culture is extremely important, as it can impact not only a company's products but also teams and business outcomes.
I believe product managers can learn a number of lessons by examining Japanese culture, which I experienced through a recent trip to the country.
People in Japan tend to follow an unwritten commuter culture. For example, in many parts of the world, people often wear bags on their backs or shoulders on public transportation, but this can sometimes cause inconveniences if the bag keeps poking others due to it being out of sight for the wearer. I noticed many commuters in Japan, however, wore their bags to the front, which kept their things in their line of sight and minimized inconvenience to other passengers.
When you commute via local trains in some cities, there is often a lot of noise, with people playing music, eating, speaking over the phone and cracking jokes with their friends. As part of Japanese train etiquette, I've found that riders generally don't talk on their phones and speak at low volumes to respect other passengers.
Additionally, on train platforms in many metro cities, I often see people who do not honor the yellow safety lines that are placed as a barrier when train doors open and close, which is dangerous. But in Japan, I noticed commuters largely respected this boundary, and some even politely raised their hands to prevent others from breaking the rules.
Lastly, in some regions, when people are in a hurry and trying to catch a train or get off, commuters don't always follow the allocated lanes for walking while climbing stairs or escalators. However, I noticed this wasn't the case in Japan; many commuters did not show signs of hurry and followed defined lanes at the stairs and escalators.
A healthy product culture in a company needs to follow similar practices. It is not just what is written in policies, nor is it just how you behave when the boss is around. Product managers should hold others accountable when proper procedures or product culture are not followed. That defines real culture. The first violation should be a gentle reminder. The second violation could be a genuine warning. The third violation may need to be about separation. Otherwise, this could negatively impact business outcomes.
Food is treated as a visual medium in Japan. Just like jewelry stores display items in showrooms to attract shoppers, many Japanese restaurants display replicas of their dishes outside to attract diners.
I also noticed that many Japanese shops provide a pre-packed wet tissue or warm towel complimentary for customers who are buying snacks or food, and most dine-in restaurants have a mesh bag at each table to cater to the comfort of people dining in. This is in contrast to restaurants I've visited outside of Japan, where diners with shopping bags or handbags might need to keep their things on the table or in a seat, which can make the experience congested.
Apart from focusing on local delicacies, many Japanese establishments also offer their own take on non-Japanese foods to cater to tourists or locals who crave their home country's cuisine.
Product managers can learn a few things from these examples of Japanese culture, mainly that culture should not be enforced. Rather, it should be experienced at every touchpoint. Every member of a product team—starting from the head of product management all the way to product interns—should demonstrate the product culture. This ensures the culture becomes part of the work-life experience. Processes, systems and policies should be ingrained into the DNA of employees, the product and the organization. This is again directly aligned with business outcomes, as constant slips can impact the product team's morale.
Japan's culture also highlights the value of taking a customer-centric approach, as well as prioritizing agility and empathy. Like how many Japanese food establishments provide wet tissue, a mesh bag at tables or non-Japanese food options, a product management team must be able to cater to differentiated needs. Otherwise, they risk customers not engaging with the company.
In most places where English is not the first language, English-speaking travelers might struggle when trying to communicate with locals, which can lead to friction. In Japan, I observed many local businesses use technology to bridge language barriers.
I also saw differences in sales tactics. Negotiation while purchasing is a standard occurrence in many parts of the world, wherein you haggle with the shops about a better price. In Japan, I found shopping establishments to be forthcoming with their best price, so there was no room for negotiation. Additionally, in some shops and malls around the world, you might encounter salespeople announcing deals and pushing for attention to attract shoppers. By contrast, I found salespeople in Japan often stood straight with a smile on their faces and looked attentive. If someone needed help, the staff would step in naturally and provide quality customer service. Actions like this can boost culture.
Even in moments where a consumer doesn't directly interact with a salesperson—like using a vending machine, which is very common throughout Japan—companies make the experience memorable through unique offerings, like cake inside a can.
From a product management standpoint, I believe one of the key lessons leaders can learn from Japan is that culture is not automation. Rather, it's about how you use technology to create memorable experiences for customers, employees and investors. This requires emotional connection, the human touch and expertise.
Ultimately, I believe product managers can take inspiration from Japan's transportation, food and shopping culture. Product managers should remember that building a strong product culture requires more than setting a few rules; members of product teams must also hold one another accountable, demonstrate the culture in everything they do and use technology to build memorable experiences for customers.
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