Japan

The Global Classroom: Student Immersion in Japan

January 2026 | Tokyo & Tohoku

In January 2026, Professors Ramon Casadesus-Masanell and Tomomichi Amano led the 13th Japan IFC (Immersive Field Course) under the theme “Exploring Japan’s Innovation Ecosystem,” bringing 44 MBA students to Japan for an intensive nine-day immersive experience combining consulting projects, company visits, and engagement with social entrepreneurs and local leaders. Throughout the program, students gained direct exposure to Japan’s unique business environment, working at the intersection of innovation, tradition, and societal challenges. Based in Tokyo with a field component in Tohoku, students partnered with Japanese companies to address real-world strategic challenges, while in Tohoku they met entrepreneurs and business leaders who launched ventures in the aftermath of the disaster and engaged in a dialogue with the Mayor of Onagawa. Together with cultural immersion activities, these experiences provided students with first-hand insights into Japan’s innovation landscape, regional resilience, and the growing role of social impact in business, while fostering a deeper appreciation of how global business practices can be adapted to local contexts.

Faculty Talk by Professor Feng Zhu

December 2025 | Tokyo

On December 17, the HBS Japan Research Center, in collaboration with the HBS Club of Japan, hosted an in-person faculty talk featuring Professor Feng Zhu. In his talk, “Thriving in the Age of Uncertainty,” Professor Zhu examined how leaders and organizations can succeed amid rapid digital transformation and ongoing uncertainty. Emphasizing the importance of identifying enduring strategic “constants,” he shared insights through a range of business cases, including Domino’s, Sephora, Disney, and HBS Online. He also discussed how digital technologies and AI can be leveraged to strengthen differentiation and long-term competitiveness. The event concluded with an interactive Q&A session, where participants engaged Professor Zhu on strategic and leadership challenges in today’s evolving business environment.

BYD, China, and Escalating Global EV Rivalry

February 2026 | Case
By: Cynthia A. Montgomery and Max Hancock

In 2023, BYD, a Chinese electric vehicle (EV) maker, surpassed Tesla to become the world's best-selling EV brand. BYD began selling mobile phone batteries in 1995, acquired a license to sell vehicles in 2002, and spent two decades building its EV brand, growing its staff, and vertically integrating its supply chain. But did the company have what it took to hang on to its spot at the top of the global EV market? Tesla was still a force to be reckoned with, and BYD faced competition from legacy gas-powered carmakers in the U.S., Germany, Japan, and Korea, which were racing to electrify their product offerings. Some of these brands had more than a hundred years' experience bringing vehicles to market. Which carmaker's strategy would win the global competition for EV market control?

Baskin-Robbins Japan (A)

January 2026 | Case
By: Ramon Casadesus-Masanell and Akiko Kanno

This case examines the strategic challenges facing Baskin-Robbins Japan (BRJ) in 2019 as John Kim, an incoming CEO appointed by parent company Dunkin’ Brands International, sought to reverse low profitability and stalled growth at one of Japan’s most iconic consumer brands. In recent years, BRJ had focused heavily on store count growth, often at the cost of profitability. Despite operating more than 1,000 franchise stores and enjoying strong brand recognition, BRJ was constrained by an aging franchisee base, outdated franchise stores, inconsistent pricing, franchisee reliance on subsidies, and a deeply ingrained “franchisee-first” mindset that limited management’s ability to enforce operational and strategic change. Intensifying competition from convenience stores, shifting consumer demographics, and evolving dessert preferences further threatened BRJ’s business. The case explores the tension between trust-based franchise governance and the need for strategic renewal, highlighting critical decisions around pricing, franchise store portfolio, customer experience, and organizational alignment as Kim considered how to reposition the brand for sustainable growth without alienating franchisees.

teamLab: International Art Collective

January 2026 (Revised May 2026) | Case
By: Rohit Deshpande, Nobuo Sato and Akiko Kanno

teamLab, a Tokyo-based international art collective founded in 2001 by Toshiyuki Inoko and his collaborators, became one of the world’s leading immersive art organizations through its interactive digital museums, including teamLab Borderless and teamLab Planets in Tokyo. By 2025, the group attracted millions of visitors annually—many of them international tourists—and gained global recognition for creating large-scale environments that blurred the boundaries between art, technology, and audience participation. Despite its success, teamLab faced strategic challenges around sustaining growth while remaining true to its artistic mission. Its heavy reliance on inbound tourism limited repeat visitation, while the highly customized and site-specific nature of its exhibitions made rapid global expansion difficult. As teamLab opened a new museum in Kyoto, the organization needed to determine how to balance artistic integrity, audience strategy, and long-term global presence.