Breaking Down Silos -The Transformation of Hitachi

The author, a former CEO of Hitachi, confronted the "big company syndrome" with front-line insights. This is the story of the struggle of a global company from Japan to break down silos and achieve further transformation.

Preface to the English Edition: Breaking Away from Japan's Old Corporate Culture
Prologue: A Silo Called Hitachi
Chapter 1: Seeking the North Star
Chapter 2: Becoming a Profitable Company
Chapter 3: Lumada Launches
Chapter 4: Hitachi's DNA
Chapter 5: The Omika Works and Me
Chapter 6: Settling Loss Costs
Chapter 7: Becoming Global No. 1―Restructuring the Hitachi Group
Chapter 8: My Management Philosophy―Autonomous Decentralized Global Management
Chapter 9: For the Future of Hitachi
In Conclusion Commentary from Ranjay Gulati - Hitachi as a Deep Purpose Leader

Toshiaki Higashihara

1955 Born in Tokushima Prefecture.
1977 Joined Hitachi, Ltd. after graduating from the Faculty of Engineering, Tokushima University.
1990 Obtained a master's degree in Computer Science from Boston University's Graduate School.

Served as Manager of the Transportation Systems Design Department of the Omika Industrial Systems Division; General Manager of the Power Systems Department of the System Solutions Group Information & Control Systems Division; Manager of the Information & Control Systems Division of the Information & Telecommunication Systems Group; President of Hitachi Power Europe GmbH; President of Hitachi Plant Technologies, Ltd.; and President of the Infrastructure Systems Group and President of the Infrastructure Systems Company.

2014 Appointed President & COO of Hitachi, Ltd.
2016 Appointed President & CEO.
2021 Served as Chairman and CEO.
2022 Assumed current position.

（Information is current at the time of publishing.）