Efficiency in the Name of Increased Quality of Life: Evolved Ways of Working Understood Through Assignment in Denmark

KatoFirst, the way education and human resource development are viewed differs significantly from Japan. There isn't the assumption that organizations will invest long periods of time developing employees. Instead, companies hire professionals who can demonstrate expertise as immediate contributors. People with the required expertise are assigned to the projects that need them, and those who possess the skills to fulfill those roles are hired. Within this structure, professionals apply their expertise to move projects forward efficiently and produce maximum results in a short time. In contrast, behaviors valued in Japan – such as stepping in to cover areas outside one's formal role – are not necessarily appreciated, and may even be seen as deviating from assigned responsibilities.

KosakaAnother characteristic is the high degree of labor mobility, supported by a thoroughly job-based employment system and a robust unemployment insurance framework. Changing jobs is generally assumed, and people tend to focus on developing skills that are in demand in the labor market at any given time and that allow them to create value at any organization. At the same time, there is always the risk of dismissal if one fails to maintain their expertise, which makes attitudes toward learning and skill acquisition extremely rigorous. Many people devote their personal time outside of work to continuous learning to refine their professional capabilities.

KatoOn a day-to-day basis, output and results are prioritized over process, and individuals are expected to translate their ideas and actions into tangible outcomes. If results are delivered, decisions about how, when and where to work, or whether to use tools such as AI, are largely left to individual discretion. I personally had the opportunity to present a project I was responsible for at a major conference in Australia. From preparing the materials to delivering the presentation on the day, I was entrusted with nearly everything. While the responsibility was heavy and the pressure intense, the sense of accomplishment was equally great, and it became a significant source of confidence.

KatoThe sense of working hours was very different from Japan. People arrive around 8:00 AM, start heading home from around 3:00 PM, and by 4:00 PM almost everyone has left. Setting a clear time limit of "work ends at 4:00" has real significance. This forces people to focus on how much value they can create within a limited timeframe, and as a result, productivity tends to increase. Another characteristic is the flat organizational structure. Information, including negative news, is shared openly, and there is a strong culture of addressing issues quickly and collaboratively.

Kosaka For the first six months or so, I was honestly a bit unsettled. I wasn't used to leaving while it was still light outside, and I kept thinking, "Is it really okay to go home?" (laughs).

Kato I felt the same way. It wasn't just about time, but also about interpersonal distance. Because people prioritize time with family and friends after work, there are fewer after-hours drinking gatherings at the workplace. For someone accustomed to Japanese work culture, it can feel somewhat impersonal at first. That said, opportunities for interaction are firmly in place, such as days when teams have breakfast together, so communication doesn't disappear.

KosakaThe "Friday Bar" is another example of this. Every Friday from 3:00 PM, music starts playing in the office, and the space turns into a relaxed environment where people can enjoy food and drinks. The CEO participates, and employees are welcome to bring their families. People gradually start heading home around 4:00 PM, and by 5:00 PM the space is empty. Rather than organizing drinking parties outside the workplace, these casual opportunities for conversation naturally increase horizontal collaboration and help people share information about resource availability. Managers can also gauge their team members' capacity through these settings, which ultimately helps prevent work bottlenecks.

KatoAt Sumitomo Corporation Europe in London, I feel that similar initiatives inspired by the Maersk Center have been effective. When the office was renovated last year, a beer server was installed, and "bar time" in the canteen began on Thursday and Friday evenings. By incorporating elements of British pub culture, casual conversations with local colleagues have led to connections in many directions, and in some cases even to the creation of new business opportunities. From my perspective, the return on investment has been extremely high.

KatoWhat struck me most was how strongly people in Denmark prioritize quality of life. In Japan, the term "work-life balance" is commonly used, but in Denmark, work and life are not treated as equal counterparts. Instead, both are seen as a way of enhancing overall quality of life. By ensuring sufficient time with family and friends, people gain mental space, which in turn improves the quality of their work. I felt that this positive cycle is not only understood at the individual level but recognized and respected across organizations.

KosakaJapan and Denmark differ greatly in terms of national scale, employment systems and underlying values. It's not a matter of which is right or wrong – and simply copying the Danish approach wholesale is not realistic. What matters is adopting a hybrid perspective, leveraging the strengths of Japan's way of working while selectively incorporating Danish ideas.

Similar ways of thinking are gradually being introduced at Sumitomo Corporation. Examples include personnel placement based on job profiles and the creation of expert career tracks. Rules aimed at streamlining meeting practices and document preparation are also being developed, which I see as positive steps toward greater efficiency.

KatoCompared with Denmark, I feel that in London the importance placed on family and health can still be somewhat less. Even so, small signs of change are emerging, such as people readily joining when someone suggests going for a run on a weekday morning, or colleagues scheduling gym visits during breaks in the workday.

Of course, changing organizational culture requires top-down support and structural reform. But by creating small triggers like these, people begin to think about how they use their own time. That awareness can gradually change daily work styles and output, ultimately leading to higher quality of life.