Let’s Envision ASICS in Ten Years: A Journey to Formulating "VISION2030"
M.M.: "VISION2030" is ASICS’ long-term strategy, formulated by the members of our Corporate Strategy department in 2020. The core concept extends our longstanding support for athletes striving to enhance their performance while aiming to create a world where everyone, through sports and physical activity, can remain healthy in both mind and body throughout their lives. The project began in late 2019, and just as we started, the pandemic hit and forced many people to realize the importance of health. In light of these external shifts, we framed our vision from the perspective of what ASICS, with its focus on sports and physical activity, could contribute to society.
S.K.: ASICS has always been rooted in the philosophy, "A Sound Mind In A Sound Body," from its very inception. Returning to this foundational principle, we aimed to reconsider the company’s role in the new era. This project, at its heart, was about how to evolve ASICS while staying true to that philosophy.
A.T.: ASICS had previously operated with Mid-term Plans (set for every five years, now updated every three years), but we didn’t have a long-term vision like "VISION2030." This lack of a forward-looking framework was one of the driving forces behind the creation of the vision.
Building a Team of Young Talent
M.M.: I was assigned to lead the "VISION2030" project, partly because of my involvement in a previous initiative, "BEYOND2020," which focused on the future of ASICS through the lens of younger and mid-level employees. But rather than working alone, I wanted to assemble a team, so I requested to collaborate with A.T. and S.K.
A.T.: I didn’t know that! This is the first I’ve heard of it.
M.M.: I chose A.T. because of his logical thinking and ability to handle tasks seamlessly. And S.K., though a recent hire at the time, had the closest perspective to the customer. I knew they’d complement the areas where I was weaker and bring fresh perspectives. Looking back, I’d say I made the right choice. (laughs)
A.T.: I’m flattered (laughs). At that time, I had been with the company for about a year and a half, and I had always expressed a desire to work across various departments, which may have helped me get the opportunity. Being from Kobe, I had always used ASICS products during my time as a volleyball player, so it was a huge honor, but also a bit of pressure, to be in a position to help shape the company’s vision.
S.K.: I was still in the early stages of my training when I was approached for such a significant project. Honestly, I was surprised. But in a way, my lack of experience allowed me to approach the task with a sense of excitement, rather than any overwhelming pressure.
Engaging All Employees
M.M.: While we had our core team, it was always my intention to involve as many employees as possible in shaping the vision.
A.T.: If we had crafted the vision solely within the corporate planning department, it would not have resonated with the broader employee base. We wouldn’t have been able to align everyone with a common direction.
S.K.: All three of us shared the desire for every employee to feel that they had a stake in "VISION2030." We wanted them to look back and say, "I contributed to this vision."
M.M.: We implemented internal surveys and discussions to bring everyone on board. We asked questions like, “What do you think society will look like in 10 years?” and “What do you want to accomplish at ASICS in that time?” Responses were collected through an online form, and from there, we created the first draft of the vision.
A.T.: The draft was shared internally as a mid-project update. We wanted employees to feel engaged and continuously involved, not just through the survey, but by showing the progress we were making.
M.M.: Afterward, we organized discussion sessions where employees could share their opinions on the draft. We recruited participants through various means —bulletin boards, morning meetings, and even emails from our CEO — to make sure as many people as possible were aware of the project. These discussions turned out to be incredibly valuable, with participation far exceeding expectations. In the end, we had 10 groups, bringing together employees across departments and levels, providing a rare opportunity for open, candid dialogue.
Navigating the Dark Days and Finding the Light
S.K.: As we progressed toward finalizing the vision, there were several times when our proposals didn’t pass muster with senior management. Our discussions seemed to go in circles, and at times, it was unclear how close we were to our goal, leading to a fair amount of uncertainty.
M.M.: Looking back, I think the hesitation from upper management was due to the uncertainty we projected. There were times when we weren’t fully confident in what we were presenting. But at some point, we became resolute. We started presenting our ideas with conviction, and I believe that was because we had fully internalized that the vision was the product of input from employees across the company. It was no longer just our idea—it had become the company’s vision.
A.T.: One of the key turning points for me was when we determined the main business domains that would drive ASICS in the future.
M.M.: Absolutely!
S.K.: That was tough!
A.T.: We defined three main areas: personalized products for individual customers, providing spaces where people can engage in sports anywhere, anytime, and delivering optimal fitness programs based on customer analysis. But articulating these ideas succinctly was no easy task. We couldn’t seem to find the right words to capture everything we wanted to say.
S.K.: We must have gone through hundreds of words, testing different combinations. Ultimately, we arrived at "Products," "Facilities & Community," and "Analysis & Diagnosis." The phrasing worked, and we knew we had found the right fit. Now, it’s amazing to hear employees from all departments use these terms in their day-to-day work.
VISION2030: The Journey Does Not End Here
M.M.: Though there were tough moments, we managed to complete "VISION2030" in under a year, and we officially announced it to the public in October 2020.
S.K.: As someone who had resonated with ASICS’ founding philosophy from the start, it felt incredibly fulfilling to develop a vision focused on the health of both the mind and body. Now, about a year and a half later, I’m proud to see how deeply "VISION2030" has become ingrained in our company culture, transcending departmental boundaries.
A.T.: I moved to the public relations department last year, and I’ve encountered many people who are already familiar with "VISION2030." It’s gratifying to see it reach beyond the company. Listening to the diverse voices of employees from different departments during the process was invaluable. It’s a learning experience I can carry with me in all future projects.
M.M.: The real challenge now is ensuring that, when 2030 arrives, we’ve truly realized this vision. While the completion of the vision was satisfying, it’s clear that the journey ahead is where the real work lies.
M.M.: At this point, "VISION2030" serves as ASICS’ macro vision. But we are currently working on a more concrete "goal image" with input from employees across all departments. We want everyone to be able to envision what their specific contributions will be toward achieving this vision by 2030.
S.K.: Achieving "VISION2030" will require collaboration with other companies and expanding into new business areas. Alongside refining the "goal image," we’re also seeking new business ideas within the company to help bring this vision to life.
A Future Beyond 2030
S.K.: Our ultimate goal is for people to say, "When it comes to health, ASICS is the brand to turn to." We want to foster an environment where new ideas and businesses are supported, enabling ASICS to continue its vibrant and sustainable growth.
A.T.: I envision a world where, regardless of age or gender, everyone can engage in sports and physical activity, leading to happiness for both the body and mind. Currently, ASICS’ services are focused on Japan, but we plan to expand our products and services globally, helping to create a healthier and happier world.
M.M.: The value we offer to the world aligns perfectly with your two visions. But perhaps the most crucial aspect of "VISION2030" is ensuring that every employee is united toward the same goal. With this vision as our banner, we aim to foster an even stronger sense of pride in our company. To make this happen, we need to refine our goals, ensuring they are actionable and achievable. Only then can we confidently face the future together.
