Moving beyond “We don’t know what they’re doing”: The reality of the “gritty internal sales” that holds the fate of overseas new businesses

The article argues that, in many cases, the success of CVC activities at overseas offices depends less on external results than on whether headquarters understands the activities and has a support structure in place. It points out that when activities are difficult to see, it becomes harder to secure budget requests and collaboration proposals from headquarters. Overseas assignees need to build relationships through unglamorous work, gritty internal sales and persistent trust-building, while bridging the gap in perceptions between headquarters and overseas offices.

It is described as essential to create a cycle in which short-term results build trust that “letting the overseas office handle it will advance problem-solving,” leading to greater autonomy. Results must be presented in a form that can be explained using figures, and without establishing this cycle, the office’s presence will gradually diminish.

The importance of communicating results internally is also emphasized. Even when excellent startup opportunities are brought back to the company, they will not lead to understanding unless people fully grasp their value and relevance to their own departments. Ongoing internal communication is essential to put what is not visible into words and explain it carefully and consistently.

The career of Sugino Scott Yusuke (杉野 Scott祐介) and Yamaha’s initiatives are introduced. In 2024, he became President & CEO of Yamaha’s Silicon Valley office, Yamaha Music Innovations, and delivered initiatives including an AI camera, the development of new markets and more efficient patent analysis in a short period. In 2025, he led the incorporation of the business and the establishment of an in-house fund of approximately $50 million, and in 2026 he was selected for the Billboard Finance 50 list.