An interview with Ken Kobayashi, president and representative director of SMBC Global Investment & Consulting Ltd. (SGIC)

Heidrick & Struggles speaks with Ken Kobayashi about his leadership philosophy, vision for SGIC, and advice for the next generation of investment professionals.

Heidrick & Struggles: Before joining SGIC, you held senior roles at other multinational firms. What motivated your move from global firms to a Japanese financial institution?

Ken: After two decades with global firms, I felt compelled to give back to Japan and society. I also knew that to contribute meaningfully to the future of Japan’s asset management industry, I needed to take on a role within a global headquarters environment where I could shape corporate strategy. That motivation ultimately led me to SGIC.

Heidrick & Struggles: How would you compare the leadership and management styles in global versus Japanese organizations? What key lessons have you taken from each environment?

Ken: Regardless of the organization, teamwork and communication are essential skills that transcend cultures. Our company has a unique human capital management model, where every individual is regarded as a valuable asset — an approach that emphasizes professionalism, collaboration, and a spirit of challenge. This focus on mutual value creation contrasts with the performance-driven and agile frameworks often seen in global firms, where meritocracy and the speed of decision-making tend to take precedence.

In Japanese corporations, job rotation is a key difference. It serves as a catalyst for activation, placing employees in new situations that require them to adapt to new teams and build fresh relationships. Both approaches offer meaningful lessons, and I try to draw from each.

Heidrick & Struggles: What is your vision for shaping SGIC’s strategy and culture, and what initial steps have you taken to move toward these goals?

Ken: A key pillar of our next mid-term management plan is expanding our services, such as OCIO (Outsourced Chief Investment Officer), which supports clients by making and executing investment decisions on their behalf. Historically, SGIC served a relatively small community, primarily group companies, but as expectations from both internal and external stakeholders rise, we aim to build a more open and agile organization capable of supporting a broader client base in both Japan and beyond.

Internally, I encourage our employees to stay curious about the external environment and broaden their horizons. This includes overseas training and secondments with global asset managers to gain international exposure. Few people proactively pursue such opportunities, so I want to recognize and reward those who do. English is a tool, and mastering it unlocks access to far more information and widens the field in which a person can excel.

To reinforce this mindset, we have provided extensive training opportunities across all staff levels and have actively brought in external talent to spark fresh thinking. I place a high priority on engagement and have hired a dedicated professional to provide mentoring and coaching. These steps help build an organization that is both outward-looking and committed to continuous improvement.

Heidrick & Struggles: What challenges have you faced so far, and how have you addressed them? 

Ken: Every employee has different motivations and objectives when it comes to work. While most are highly committed, some show lower engagement, which may stem from a degree of complacency. I consistently remind my team that, even if not all roles are client‑facing, there is always a client and a business to serve at the end of our work. Our mission, values, and day-to-day work must reflect that mindset. 

Previously, employees at SGIC were able to pursue opportunities that reflected their personal interests, even when those activities did not directly contribute to business outcomes. Moving forward, however, we must shift from functioning as researchers who pursue ideas out of interest to becoming business professionals by embodying a client-first mindset and fostering business unity. Every employee must begin with the client's needs and collectively consider the value we deliver.

To embed this thinking, I am meeting with each team to discuss what it means in practice. Building culture is never straightforward. Asset management firms often have distinct investment philosophies or founder‑influenced traditions, while working within a large corporate group can complicate the establishment of a single identity. Nonetheless, we are working to define and reinforce a culture that aligns with our mission and values across the organization.

Heidrick & Struggles: Reflecting on your career and leadership journey, what principles have guided you most as a leader, and what advice would you give to young professionals looking to build a career in this sector?

Ken: I’ve always valued integrity – being honest and sincere, especially when working with clients. It’s not just a professional virtue but the foundation of long-term trust. 

For those beginning their journey in this industry, I often encourage them to take ownership of their careers. Your growth expands the moment you stop waiting for the company to define your path. Every project, conversation, and challenge offers an opportunity to learn or create value.

In recent years, I’ve noticed more young professionals choosing the safest path to avoid missteps or risk-taking. Yet mistakes made through genuine effort often end up shaping people in the most meaningful way. Those who build resilience by learning from their mistakes tend to progress with a clearer perspective and gradually grow into more adaptable and capable professionals.

I also believe in consistently showing respect to others — colleagues, leaders, clients, and partners. When you treat people with respect, your intentions come across clearly, and trust follows naturally.