Robert Roche — President & CEO, Oak Lawn Marketing

"I think what I know now is to be a little more slow." "My style was to steal the best from Japan and the U.S." "What I would do is pick your fights." "Someone who can make a decision without all the information." "A leader can function gracefully with an abundance of ambiguity." Robert Roche is the President and CEO of Oak Lawn Marketing, the company behind the Shop Japan brand. His career in Japan began as an exchange student at Nanzan University in Nagoya, followed by law school in Denver and further study in Nanzan's law department. He returned to Japan without a conventional corporate career path and built his business through persistence, experimentation and a willingness to learn from failure. Early ventures in importing were unsuccessful, but they led to the creation of H&R Consultants and eventually Oak Lawn Marketing. Roche helped pioneer the infomercial and direct-response television shopping model in Japan, building a major business from Nagoya before it became widely known in Tokyo's foreign business community. He later established Acorn International in China, adapting a related television-shopping model to a very different market. His career reflects deep adaptability across Japan, China, media, retail, entrepreneurship and large-company partnerships, including working with NTT Docomo as a major shareholder in the business. Robert Roche's business story is a powerful lesson in entrepreneurial leadership, cultural adaptability and decision-making under uncertainty. His path did not begin with a polished strategy, venture capital or a prestigious corporate appointment. It began with an exchange programme at Nanzan University in Nagoya, an interest in Japan, a willingness to learn Japanese and an instinct that he could build something of value despite having no obvious roadmap. His first ventures were failures. Imported clamshells for cultured pearls did not work. Neon clocks did not work. The experience gave Roche an early and memorable lesson: buying products is easy; selling them is difficult. Rather than treating these setbacks as reasons to retreat, he used them as practical education. That resilience later became central to the development of Oak Lawn Marketing and Shop Japan. The company's breakthrough came through television shopping. Roche initially sold parallel-imported products such as Tiffany goods and Lands' End bags, before being introduced to Japanese television retailing. He had to learn every part of the operation: presenting products on television, answering calls, packing goods, applying shipping labels and even cleaning the office. The experience gave him an unusually grounded understanding of direct-response retail. It also demonstrated that leadership credibility is built when leaders understand the real work of the organisation. As the business grew, Roche and his colleagues recognised an opportunity in imported infomercials. They secured products that were already successful overseas, localised them for Japan and bought television time to reach Japanese consumers directly. Oak Lawn Marketing became a Japan market-entry specialist, acquiring exclusive rights to successful products and adapting media, language, labels, customer service and fulfilment for the Japanese market. Growth created new leadership challenges. Roche describes a company that scaled quickly, often without elegant systems or conventional management infrastructure. Recruiting was difficult in Nagoya, and hires from elite corporations often struggled with the radically different pace, ambiguity and hands-on demands of an entrepreneurial company. He learned that individuals needed the right cultural bridge before moving from highly structured institutions into a fast-moving, experimental business. Roche's leadership evolved over time. Earlier in his career, speed, impatience and relentless momentum helped propel the company forward. Later, he realised that patience, long-term planning, automation and more thoughtful communication were equally important. His experience in China reinforced this lesson. Japan required encouragement for people to take initiative; China often required leaders to channel intense entrepreneurial energy. He came to see the two markets as yin and yang: both dynamic, but requiring very different leadership responses. His ultimate leadership definition is especially relevant for executives in Japan: leadership is the ability to make decisions without complete information and to function gracefully amid ambiguity. It is a lesson that combines entrepreneurship, cultural intelligence, decision intelligence and the humility to understand that there are multiple valid paths to the same goal. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires an appreciation of process, relationships and organisational harmony. Formal authority alone is rarely enough. Effective leaders need to understand how nemawashi, informal consensus-building, supports later decisions; how ringi-sho processes formalise approval; and how trust is often built through consistent behaviour rather than forceful declarations. Roche's experience shows that Japanese workplaces can contain deeply valuable traditions of respect, service and collective responsibility. The aim is not to discard these practices as outdated, but to distinguish useful traditions from unproductive ones. Why do global executives struggle? Global executives often struggle because they mistake unfamiliarity for inefficiency. A leader arriving from headquarters may see different communication patterns, slower consensus-building or less visible individual initiative and conclude that the organisation lacks capability. Roche argues that this reaction misses the point. Japan has a high-quality workforce, strong attitudes towards responsibility and significant organisational knowledge. The challenge is to separate material differences from immaterial differences and to avoid imposing headquarters habits where they do not improve results. Is Japan truly risk-averse? Japan is often described as risk-averse, but Roche's experience suggests a more nuanced view. The issue is not necessarily fear of risk; it is uncertainty avoidance and the preference to reduce exposure before acting. In a direct-response television business, decisions had to be made rapidly, media had to be purchased and products had to be tested before perfect information was available. This required a more entrepreneurial rhythm. Japanese organisations can act decisively when leaders provide enough context, credibility and confidence that the downside is understood and managed. What leadership style actually works? Roche's preferred style blends the best aspects of Japan and the United States. It values work ethic, respect, disciplined execution and attentiveness to detail, while also encouraging speed, experimentation and direct accountability. It avoids a simplistic choice between command-and-control leadership and consensus-only leadership. The most effective approach is situational: clear about outcomes, flexible about pathways and patient enough to allow people to contribute. It also requires the discipline not to react emotionally when employees lack historical knowledge or make uninformed comments. How can technology help? Technology can help organisations become more deliberate rather than merely faster. Roche sees a need for greater understanding of data science, sales technology, algorithms, automation and decision intelligence. Digital twins, predictive modelling and customer data can help organisations test offers, improve fulfilment, forecast demand and reduce wasted effort. However, technology is not a replacement for judgement. It should support better decisions, not create false certainty. Leaders still need to assess ambiguity, understand customers and make choices before all information is available. Does language proficiency matter? Language proficiency matters because it signals effort, respect and a willingness to understand the local environment. Roche's Japanese enabled him to build relationships, negotiate with regional media figures and understand the realities of Japanese business beyond the expatriate bubble. Full fluency is not the only requirement, but even a practical level of Japanese can deepen trust and reduce distance. It also helps global executives recognise the important difference between what is said formally and what is communicated through context, timing and relationships. What's the ultimate leadership lesson? Roche's core lesson is to pick the right fights. Leaders should identify non-negotiable business outcomes while remaining open about how those outcomes are achieved. They should avoid dismissing local practices simply because they differ from headquarters norms. Strong leadership combines clarity, patience, humility, cultural intelligence and the courage to act amid incomplete information. The best leaders understand that several paths may lead to the same mountaintop. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.