Key points
- Global leading businesses are often run by visionary individuals. If plans are not put in place for their eventual departure, their organisations will often suffer in their wake
- Boards and leaders have a responsibility to mentor the next generation and manage succession to ensure successful continuity
- The question companies, boards and we as investors must ask and understand is what the likely source of a successful succession should be
Please remember that the value of an investment can fall and you may not get back the amount invested.
In 1903 the Ford Motor company was founded, the Tour de France was staged for the first time and the Wright brothers took to the sky in the world’s first motor-operated flight. It was also the year in which Kane Tanaka was born, a supercentenarian and the world’s oldest person until she sadly passed away earlier this year at the tender age of 119. Her story reignites the issue of aging and demographics within Japan, a country where a quarter of society are already over the age of 65.
In addition to a shrinking and ageing workforce, this demographic creates succession risk for a bulging silver c-suite: the single biggest cohort of business owners in Japan are 69-year-olds, with two thirds of CEOs now over the age of 60. Some are even doubling the duration of the average working life by powering on well into their 90s. Last year at age 95, Nobutsugu Shimizu stepped down from Life Corp after six decades at the helm (5 years older than Warren Buffett, the oldest head of a US listed firm). A year earlier, Shintaro Tsuji the 92-year-old founder of Sanrio, the company behind Hello Kitty, also reluctantly handed over the reins.
As long-term growth investors, we tend to gravitate towards firms that are founder-led, for these are often the most entrepreneurial and ambitiously run, with clear planning and passion for the future. However, this exposes us to key man risk and the pronounced problem of succession, as recently illustrated by world leading miniature motor manufacturer Nidec, a company that is quickly becoming the dominant third-party supplier of e-axles for EVs in China. At the age of 77, founder Shigenobu Nagamori has, for the second time, subjugated and side-lined his successor. Of course, Nidec is not alone. Howard Schultz of Starbucks and Michael Dell are all examples of so-called boomerang CEOs, famous for regaining the reigns. There are also examples closer to home of other founders that have been reluctant to relinquish control in the first place: Masayoshi Son (now 64) of Softbank has flirted with plenty of successors, as has Uniqlo founder Tadashi Yanai (aged 73), and Yoshitaka Kitao (71) of SBI Holdings.
This issue reflects the difficulty of replacing successful, long-serving founders/CEOs, a problem that is beginning to plague plenty of Japanese companies. Some leaders may even exacerbate the issue – with the flexibility to decide their own departure date, many may choose a propitious moment of perceived peak profitability (take Sir Terry Leahy of Tesco). It may also seem an insurmountable challenge to replace a person that has come to personify the organisation they leave behind. However, there are obvious examples to the contrary: take Satya Nadella of Microsoft, Jack Welch of General Electric and Tim Cook of Apple. Many will be praying for the same successful shift with Andy Jassy at Amazon. The question companies, boards and we as investors must ask and understand is what the likely source of a successful succession should be. Should a company recruit from within the ranks, or seek external expertise to avoid carbon copies? The former seems sensible if the company is presently pursuing a profitable path, however dominant CEOs are often egomaniacal and unwilling to nurture potential proteges. The aforementioned extroverted electronics entrepreneur Nagamori-san may present one such example given the company website still offers access to a manga-style comic book to tell his story, painting him as a Japanese Superman titled in Kanji as ‘the man hotter than the sun’. Nintendo, Fanuc and Keyence are examples of some of Japan’s leading businesses that have made the transition from founding family to internal heir successfully. This approach may seem especially apt for Japan, given the corporate propensity towards creating salaryman insiders. However, introducing outsiders and upsetting the apple cart may be necessary if a different approach is required. Before he became a wanted man, Carlos Ghosn successfully spearheaded major structural and cultural changes at Nissan and reversed their sinking fortunes, as Sir Howard Stringer did at Sony. His tenure was later viewed as a pivotal prelude to the company’s broader corporate restructuring.
Global leading businesses, that invariably become outlier investment opportunities, are often run by visionary individuals. If plans are not put in place for their eventual departure, their organisations will often suffer in their wake – as Manchester United fans will undoubtedly be feeling with regard to their seventh manager following the success story of Sir Alex Ferguson. Boards and leaders themselves have a responsibility to mentor the next generation and manage succession to ensure successful continuity. Like investors in Japan, supercentenarians such as Kane Tanaka and her cohort may suggest that we simply have more time to tackle this inevitable issue.
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