Programme · The entry point

JSRP Diagnostic — Find Out Why Your Japan Business Is Stuck

Find out where your Japan-facing engagement is actually stuck — and whether it is a cultural problem at all. If the blockage is price, product or contract terms, the report says exactly that.

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At a glance

Timeline: Report delivered within 2 weeks of the interview
Format: 90-minute case interview · online or in The Hague
Who joins: The case owner, alone or with 2–3 colleagues
You keep: A 3–5 page diagnostic report

Standalone by design — no obligation to continue. Roughly half of diagnostics do not lead to a further engagement, and that is a good outcome.

Fit and process

One stalled case. One structured read.

This is for you if

You recognise your situation here

A deal, approval or initiative involving a Japanese organisation has stalled — and you cannot tell where
You cannot tell whether the cause is cultural, organisational or commercial
You want an outside read before committing budget to a bigger intervention
You need something concrete to show your management about why this account is quiet

What happens

Two weeks, three steps

90-minute structured interview on the account history, meetings and people on both sides
Document review — up to three items: e.g. your proposal, meeting minutes, key correspondence
Analysis against the six dimensions of the Europe–Japan Execution Alignment Framework

Scope is deliberately fixed: one relationship, one point in time, up to three documents. Additional interviews or documents are quoted separately — you will know before, not after.

What you receive

A report you can forward to your board.

Written to survive being read without us in the room — the same standard we recommend for your Japan-facing documents.

JSRP diagnostic report reviewing stakeholder alignment, decision pathways and the causes of a stalled Japan business engagement.

Headline findingWhere the engagement actually sits — in one paragraph
Alignment profileWhere your team's assumptions and the counterpart's requirements diverge, across six dimensions
Three findingsObserved behaviour, the mechanism behind it, the commercial consequence
Decision-pathway mapWhich stage your case is sitting at — and what has to happen next
Priority actionsWhat to change in the next 30 days, before any further engagement
“What this is not”If the binding constraint is price, product or terms — it says so, and recommends not proceeding