Yosuke Suzuki, President, Wieden+Kennedy Tokyo/Seoul, believes that creativity is the engine that propels everything towards excellence. The advertising expert, who has emerged to create a name for himself in the industry, goes beyond casting an eye on the bottom line, with the conviction of keeping things exciting for his employees.
The industry veteran believes in being useful in any role that he does and is more than keen to shoulder the responsibilities for his decisions. In a candid interview with Business Frontier’s Sr Editor, Megha S Anthony, Yosuke Suzuki spells out his priorities for the company and the development of its employees.
Q. You have a versatile background working in different kinds of companies. How has this enriched your experience and helped you evolve?
Due to my dad’s job at Toyota, I got the opportunity to move among several countries. Since childhood, I have been fascinated by different people and cultures. Luckily, despite spending time in the West as a Japanese, I never faced bullying and could get along easily with people. This influenced my thinking and made me adapt to other people and cultures.
Being exposed to cars as a child, I had wanted to work in a car company, and joined Mazda Motor in 1999. In fact, despite my love for cars, it wasn’t cars per se that motivated me – I was more influenced by the people around me and why they acted in a certain way. I figured out that I needed to join the other side — an ad agency — to better understand human behaviour. It was then that I joined BBH Japan as an AE.
Even in that role, I was writing my own strategy to develop the account and brand I was working on, the big one being Unilever, and quickly became the youngest Account Director at the age of 27. For me, working at a company is not determined by how big it is or how large the brand is, but how I can help it. I also wanted to take on the challenges that this role would bring along. That’s why I joined Wieden+Kennedy Tokyo/Seoul.
Q. What keeps you motivated at the top of the corporate ladder?
Right from the time I started working, I have gone through a lot of experiences which influenced me. But what has essentially not changed in me is the drive to be useful. In different companies and roles, the mantra is about understanding the context and the surroundings. You may have to change in keeping with the surroundings and the people around you. Working with people in different contexts and surroundings is what excites me and keeps me going.
As you go up the ladder, you have more opportunities to delegate. I follow the rule that if I am involved, I have to shoulder the blame if something goes wrong. In fact, that is exciting for me. One cannot get complacent about success. That’s a crucial trap that leaders need to avoid.
Q. Looking at the current generation that is being hired by companies, one expects less loyalty. Do you feel the same and how do you handle this?
For me, it’s more about finding ways to motivate the younger generation than racking our brains over what they are capable or not capable of. More than ever, it’s important for the younger generation to understand why they are being asked to do something and what it will lead to. Therefore, the practical thing to do is try to motivate them and get the work done.
Q. With a view to the future, what are your plans for Wieden+Kennedy Tokyo/Seoul?
I want to make sure that the company is seen as a place that is all about creativity, play and enjoying things that you like to do. At the end of the day, we should be seen as a company where people work to use creativity to solve business problems. We not only make ads but also create meaning for brands.
The fact that creativity is the answer to most of the problems is slowly being forgotten. I want to revive this idea so that corporations think that the Wieden way is the right one. The development of people is another priority close to my heart. A key part of people’s development is not only making them think harder but also letting the company provide them opportunities.
I also follow some key guiding principles, the basic one being “do the right thing”. This implies asking myself if the decision I have taken is for me or the company or even the staff? As president of the company, my role is about growing the business, so it is not really about what I want as an individual. If a decision portrays me in a poor light but takes the company in the right direction, that is what I need to do. I also need to continuously think about innovating, in addition to making the work exciting for employees. If the company can’t inspire its staff, it is as good as dead.
Q. You moved from Coca Cola, an international FMCG brand, to leadership roles in the advertising industry. How did you handle the transition and the challenges that you faced along the way?
I started from the brand side, then moved to the agency side and then back again to brand after a couple of years. For me, on either side, you are there to lead the team to accomplish your goal which is always about how you help build a strong connection between the brand and the customer, ultimately to drive sales. And all my roles were to lead strategically. The only challenge is handling the team. One needs to figure out what one should personally do or what you let others lead and do. I see my role as helping develop the team while also trying to create the best environment for creativity to flow.
Q. What are the essential leadership traits that you think are required in the advertising industry?
Firstly, it’s humility. By nature, creative people are sensitive. You need to really think about the people, process, work and results on the whole to judge and evaluate people. Secondly, it’s strategic thinking. Thirdly, it is creativity.
In this business, you need to be creative not only with the work that goes out but also with how you run the business. Last but not the least, proactivity matters in developing the business.
