Correspondence: Chris Albani, PRTM, Shinjuku Mitsui Building 30F, 2-1-1 Nishi-Shinjuku, Shinjuku-ku, Tokyo 163-0430, Japan. Tel: +813-5326-9090; Fax: +813-5326-9070; E-Mail: calbani@prtm.com

¹is Principal at PRTM Japan. Yorozu has worked with clients to develop corporate strategy, marketing and sales strategy, and improve both supply chain and new product development processes. His industry and consulting experience includes the life science, chemical, computer, automotive, and semiconductor industries, although his focus during the last five years has been almost exclusively with Life Sciences clients – including extensive experience in pharmaceutical R&D. Yorozu received his bachelor's degree from Keio University, and holds his MBA from the University of Michigan Business School.

²is a partner at PRTM Japan and has worked in the life sciences industries for over 23 years in medical device, medical imaging, and pharmaceuticals. He has been with PRTM for 14 years and currently leads PRTM's life sciences practice in Asia. Chris' project work experience spans from strategy to marketing to R&D. Currently residing in Japan, Chris has taken the lead in executing more than a dozen Japan-specific pharma industry studies. Chris has lived and worked in Japan now for over seven years. He received his undergraduate degrees from the University of Pennsylvania and his MBA from Carnegie Mellon University.

Received 29 October 2007; Revised 29 October 2007; Published online 27 November 2007.

Abstract

Most global pharmaceutical companies, no matter where they are headquartered, are struggling to effectively integrate their Japanese operations into a new global structure. In the past, companies would have worked on development plans for the whole world 'except Japan'. But those days are quickly evaporating and companies need to set out in a new direction. Japan is taking part in the trend for globalising clinical trials. Companies are working hard to leverage global operations and are quickly taking advantage of the opportunities offered by the Japanese government. Two typical approaches have emerged to address this emerging tide of globalisation. The first of these can be called, 'mirror image myopia' and the second, 'Japan-centred syndrome'. Both of these approaches are attractive at first glance. However, the practicalities of the current environment demand that companies not try for a quick-hit, generic approach but rather a customised approach that matches their global strategy. Some practical ideas are presented to help avoid common pitfalls in globalisation relative to your Japan operations. In the end, by taking a balanced, strategic approach, companies can make the most of their global operations in Japan – whether these be Japan-based or globally based organisations.