アトラスについて 採用地域

From Atlas CEO Message

05.Atlas for the better world

As you might know, I always get up very early in the morning for my daily work. I intensively work on summing up what I find out in the internet and mix up it with classified information I get thanks to insiders in the financial worlds.

Still, my duty doesn't stop there. As soon as I finish to brush up my image on what's going on in the global community on the desk, I professionally have to show up as CEO of my own think tank vs. colleagues in the office located in Yokohama, Nagoya, Osaka and Sapporo.

Since my company doesn't need any physical production facilities but depends only on human brains, I sometimes have specific difficulties you might never understand. As long as you work in factories as a part of manufacturing sector, what you have to do is just adapt yourself to routines the company's superiors fix. There, you'll never burn out, because you're not obliged to continuously rethink in terms of innovation.

Such a traditional, and bucolic scenery of conventional industries can't be found in ultramodern sector such as the one I work on as CEO. My think tank dedicates itself to both the financial market and internet, which are inevitably characterized with growing volatility In order to catch up with these volatility you're never capable of controlling, you may not stop thinking of what's up right now in the whole world.

Almost 20 years have passed since I built up the think tank called Atlas Institution, my own think tank. In the course of time, a series of corporate clients welcomes the company in the market, and I've not had any difficulties in terms of financing, or financial strategy to run the company.

Nevertheless, I've had to continue to work on human resources due to the structural impediment I just tried to describe in the company. It's almost difficult to decide whom you should hire, while you concentrate only on appearance and face of work force. It's rather its intelligence, competencies and capability for self-acknowledgment that really matter.

The point is you can't evaluate these capabilities when you don't start to work with candidates in the reality. Only when you face volatility to overcome with them in the office, you may grasp what capabilities they actually have.

Calming down intentionally and connecting myself with the surrounding in both the reality and virtual world. That's what I've been doing professionally since I established my own think tank. Those who are born with the sense of acknowledgment and self-confidence based on flexibilities vs. accelerated volatility in the real, digitalized world can go along with me as buddies in the company.

Now, we're about to welcome new colleagues in Atlas Institution very soon. As its founder and CEO, I sincerely hope a new but continuous story for success will be developed thanks to their endeavor to move forward for the better world.

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