Colin Savage

And with a job like insurance company, we're in Brazil, we're seeing something that's a bit unique. In Japan, one of the largest minorities are young people and they are people who travel to Japan as youth. They have access to visas and other things, and they start their working life in Japan. So they're actually indoctrinated.

And with a job like insurance company, we're in Brazil, we're seeing something that's a bit unique. In Japan, one of the largest minorities are young people and they are people who travel to Japan as youth. They have access to visas and other things, and they start their working life in Japan. So they're actually indoctrinated.

They learn working culture from being in Japanese companies, a lot of them, and otherwise. They learn things like, hey, life insurance is important. You need to have it. The discussion went, how are we going to go build this business idea? What came about was I learned that change, individual, team, and otherwise, comes from doing a lot of promotion.

They learn working culture from being in Japanese companies, a lot of them, and otherwise. They learn things like, hey, life insurance is important. You need to have it. The discussion went, how are we going to go build this business idea? What came about was I learned that change, individual, team, and otherwise, comes from doing a lot of promotion.

So Japan is a lot about individual conversations to get support or get direction. Big organizations are great at providing that direction, but often indirect. You have to be a cute direction. So, hey, why don't we consider this? Why don't we do that? But also, it's measured and it's planned change. You can't just come up with an idea and throw it at people and get them to say yes or no.

So Japan is a lot about individual conversations to get support or get direction. Big organizations are great at providing that direction, but often indirect. You have to be a cute direction. So, hey, why don't we consider this? Why don't we do that? But also, it's measured and it's planned change. You can't just come up with an idea and throw it at people and get them to say yes or no.

You've got to research your idea. This is the market size. These are the people. Look, they would buy. This is how it would benefit them if they stayed where they are. Or then when they moved back, this is how we could think. a dovetail or a pipeline into getting new people in a new market we might make.

You've got to research your idea. This is the market size. These are the people. Look, they would buy. This is how it would benefit them if they stayed where they are. Or then when they moved back, this is how we could think. a dovetail or a pipeline into getting new people in a new market we might make.

So it took a lot of time, but I was very surprised and very proud that we actually managed to get this kind of a lead.

So it took a lot of time, but I was very surprised and very proud that we actually managed to get this kind of a lead.

I got support from lovely people within the organization. They provided their time to me. We moved ahead. It took two years, but the change did happen. And it was actually a real shining example of just because you think a culture and a group of people are traditional in their practices doesn't mean they're averse to change.

I got support from lovely people within the organization. They provided their time to me. We moved ahead. It took two years, but the change did happen. And it was actually a real shining example of just because you think a culture and a group of people are traditional in their practices doesn't mean they're averse to change.

You just need to be, again, from that change addict thing we were talking about, Not willy-nilly, not, hey, let's just do it for the sake of doing it. Be measured, be strategic, be researched in what you want to change, and then find the kind and supportive voices. And if you find enough of them, you'll get groundswell and you'll be able to do it.

You just need to be, again, from that change addict thing we were talking about, Not willy-nilly, not, hey, let's just do it for the sake of doing it. Be measured, be strategic, be researched in what you want to change, and then find the kind and supportive voices. And if you find enough of them, you'll get groundswell and you'll be able to do it.

If you don't, maybe your idea really isn't that great. Maybe you need to go back to the drawing board. So learn to take the interest and the novelty and the energy that comes from a potential change and have it fuel you to do the really important steps, the fundamental steps to maybe make that change happen. And the flip side would be actually back here in Canada.

If you don't, maybe your idea really isn't that great. Maybe you need to go back to the drawing board. So learn to take the interest and the novelty and the energy that comes from a potential change and have it fuel you to do the really important steps, the fundamental steps to maybe make that change happen. And the flip side would be actually back here in Canada.

I worked for a quite traditional marketing company. Probably if I tell you who it is, people will know right away. They brought me in as a change person. That's how I was recruited. Please come here. We know our industry is on the decline. We're not really entirely sure where to go with it. We've seen what you did in other places. We're eager to change. We want a chance.

I worked for a quite traditional marketing company. Probably if I tell you who it is, people will know right away. They brought me in as a change person. That's how I was recruited. Please come here. We know our industry is on the decline. We're not really entirely sure where to go with it. We've seen what you did in other places. We're eager to change. We want a chance.

They used all the right words. They were very receptive to the idea before I moved in-house. I got in there and I asked, do you want me to be disruptive? Would you like me to push new initiatives? Absolutely, if this is what we want. And within a month of me doing that, we don't really like it. Or that was a little too much. The reality is they were a different kind of ad.

They used all the right words. They were very receptive to the idea before I moved in-house. I got in there and I asked, do you want me to be disruptive? Would you like me to push new initiatives? Absolutely, if this is what we want. And within a month of me doing that, we don't really like it. Or that was a little too much. The reality is they were a different kind of ad.