Jean-Claude Biver at Nikkei Global Forum

KIH · 2013-10-25T08:08:43Z

Jean-Claude Biver speaks at Nikkei Global Management Forum in Tokyo. Discover insights from the Hublot leader on innovation, business strategy, and brand perception.

The other guest speakers include, but not limited to:
Mr. Bregier, CEO of Airbus,
Mr. Mikitani, CEO of Rakuten,
Mr. Rorsted, CEO of Henkel,
Mr. Immelt, CEO of GE,
Mr. Komori, CEO of Fujifilm, and
Mr. Takeuchi, Professor of Harvard Business School.

As a business owner myself, and of course a moderator of this forum, I was sooo interested in hearing what he and others speak at this big forum, which invites the guest speakers - mostly leaders in the global companies - from all around the world.

This is the 15th event, co-sponsored by Nikkei (Japanese equivalent of WSJ or FT), IMD, and Harvard Business School. The participants are more than 1000 which were filled pretty quick, mostly senior management people of companies in Japan, Japanese or non-Japanese.

Ah, PRESS pass saved my life! I was not too sure of the date and when I then realized the seats were all full. So, I applied for the "Press" pass and Nikkei granted me as a "Press" who are also allowed to take pictures.

HBS sponsorship means something.

I am well aware that this has little to do with watch discussion, but it is note worthy that Mr. Biver was invited to speak in front of the top management people in Japan and the reason why he was invited is the same as CEO of Airbus or CEO of GE was invited - a successful business leader. Whether you are fan of Hublot watches or not, this is how the world perceive Hublot as a company and that says something about this brand and his contribution to the Swiss watch industry. Keep your mind open. No one thinks that watchmaking has nothing to do with business, right? His speech was very interesting and all the audiences gave lots of hands to him afterward.

Held at the Imperial Hotel, this is one of its biggest banquet rooms, I guess.

Moderator was Mr. Dominique Turpin, President of IMD.

Mr. Turpin ("DT"): You have made a company 10 times bigger in 5 years - how did you do that?

Mr. Biver ("JCB"): That question is always challenging for me, but I try to answer. I think we have obsession trying to always be the first and different. By the way, this watch (on his wrist) is made of ceramic and we used first ones made by Kyocera - so, again, we have obsession to be always the first and different.

JCB: In addition to that, we always try to make connection to the future. We try new materials - carbon, magnesium, etc. First we try to be first and different. And second, when you enter Hublot, you see flowers. Flower gives the color and hope. Color and hope gives optimism and vision. This vision always makes us think of future and be creative. We do a lot of things in the company to help everybody (1) happy, and (2) have freedom to be innovative - when somebody comes with the idea, we always listen and give answer. I always write a letter saying "thank you for bringing the idea", and sometimes in a few weeks I again write a letter "sorry, we cannot use your idea because xxxxx". But the point is, Hublot is such a "free" and "flat" company that everybody can work happily and without frustration.

DT: How do you describe your management style? How do your people look upon you?

JCB: I think my management style is "Swiss". Political system in Swiss is much better. It's country of democracy which actually works. In Switzerland, we have only seven (7) ministers - so it is easier to make decisions or consensus, thus little frustration of "undecided". I come to the office at 8:00 and I have absolutely nothing to do other than, talking to the people, motivating the people, advising people, and meeting people. Meeting journalists, meeting clients, etc. And I can make decision based on democracy.

DT: Any words for Japanese management?

JCB: As I said many times before, I love Japan. Japan is the country of love. Country of hospitality, rich history, art, politeness and respect. My first visit to Japan was in 1974. I have visited since then more than 100 times, but nothing in principle has changed. Still lots of love. Still same style.

DT: Japan is rather a country of innovation than invention.

JCB: I was asked why we were so successful in Japan in interview. I answered, we always think of what Japanese are doing. We are so successful in Japan because Japanese people understand how we do things.

DT: You often use the word "love", as well as "respect". How does it apply to your business.

JCB: Every four months, we have meeting among top people and everybody has to present THREE (3) mistakes they have made in the last four months. There are five people in that meeting, so we have fifteen mistakes disclosed in the meeting. Mistakes are the best way to learn. And we forgive, as long as the mistake is not repeated. That is "love" and it makes people more open and less afraid to challenge new things.

And if I may add, rule #1 is "love" as above, and #2 is "respect" - you have to respect customers, employees, suppliers, and everybody. I mean seriously and honestly respect people. And #3 is "share" - by sharing, we become free, richer, and earn respect to become a good team (e.g. sharing mistakes). I admit that I cannot do these well all the time, but these rules are always on my mind.

DT: Thank you very much, Mr. Biver. Your management style seems to be working very well and we appreciate your "sharing" your method with us today.

As always, thank you very much Hublot Japan and Hublot HQ for suggesting me to get the "PRESS" pass. I wish I could have spent some time with Mr. Biver after this, but he was so busy being interviewed by various media. See you next time, Mr. Biver!

Best,
Ken

This message has been edited by KIH on 2013-10-25 08:31:57

Key Points from the Discussion

Continue the conversation

Jean-Claude Biver at Nikkei Global Forum

Key Points from the Discussion

Continue the conversation

More from this Forum