An interview with the author of Nikkei BP's new book, "Working at 70%." Rather than keeping employees operating at 100% at all times, the author proposes building spare capacity into organizations so they can deliver 120% when it matters.
The book argues for building organizations that draw out their long-term potential, rather than focusing solely on short-term results or simply on avoiding overburdening employees. The author explains that, to support long-term results, it is important to determine the right balance between how people work during critical periods and how they work normally.
As a specific example, the book cites Iris Ohyama's strategy of limiting normal operating capacity to 70%, thereby preserving room to respond to change and critical challenges. It presents the view that people, like equipment and funding, should be given an appropriate level of spare capacity.
Drawing on experience from career counseling, the author points out that excessive long working hours result in losses for both individuals and organizations. Based on examples covered in the author's series, including burnout-related resignations, the book's aim is identified as building organizations capable of delivering 120% when it matters.
The article also introduces the author's profile and publication details, stating that the book is priced at ¥1,700 plus tax. It summarizes the author's arguments and provides readers with material for considering the book's principles in relation to their own company's values.