A Human Development System for Learning Organizations inspired by Shohei Ohtani
A focused executive briefing aligns leadership on context, intent, and cultural objectives, clarifying how the Harada Method addresses gaps between learning and daily behavior.
A limited pilot allows a defined group to practice the Harada Method in real work. Daily discipline and structured reflection help leaders experience the method firsthand and generate internal insight.
The method is integrated into existing leadership and learning systems, with internal capability developed for long‑term ownership. Tools like OW64 may support daily execution where appropriate.
We work with executive teams remotely through a structured, high-accountability coaching process designed to fit the realities of senior leadership. Our sessions are delivered live via video conferencing and are supported by digital tools including the OW64 System, the 64‑Chart, and the Daily Diary. Each engagement combines group workshops, individual reflection, and practical implementation between sessions. This ensures that learning does not remain theoretical — it is applied immediately within the executive’s real business environment.
Our approach is not motivational; it is systematic. Executives build a personal 64‑Chart aligned to a meaningful professional or strategic objective, then develop daily routines and countermeasures using the Harada Method framework. Through structured reflection, PDCA (Plan‑Do‑Check‑Act), and ongoing coaching dialogue, participants learn to replace reactive decision‑making with disciplined execution. The process integrates leadership, health, personal discipline, and organizational performance into one coherent system.
Certification as a Harada Practitioner is earned — not granted by attendance alone. To receive certification, participants must successfully complete the course requirements, fully develop their Harada Forms, demonstrate consistent implementation, and deliver a formal “report out.” This report out is a structured presentation that outlines their Hero’s Journey, lessons learned, system application, and measurable progress. It confirms not only understanding of the methodology, but real-world integration.
For those pursuing coaching credentials, additional standards apply. Certification as a Harada Coach requires demonstrated ability to guide others through the framework, successful mentorship of students, and approval following review of coaching effectiveness. Our certification process ensures that every Practitioner and Coach represents the discipline, integrity, and structure of the Harada Method at the highest professional level.
The Harada Method is stewarded through formal agreement with its originator, Mr. Takashi Harada, and was introduced globally through the work of the late Norman Bodek.
Our work is further informed by a formal agreement with Dr. Jeffrey K. Liker, author of The Toyota Way, reinforcing alignment with principles of long‑term thinking, human development, and continuous improvement.
With more than 15 years of experience applying the Harada Method and over 30 years working with Lean and Lean leadership principles, we have seen how human development and operational excellence reinforce one another.
When combined, these systems create a practical and complementary approach that strengthens discipline, accountability, and continuous improvement at every level of an organization. This integration allows leadership development and daily work to align in a way that is sustainable, grounded, and owned by the organization.
Our work is supported by a professional, experienced team operating across multiple time zones, including Canada, the United States, LATAM Countries, Portugal, South Africa, China and Australia. This global presence allows us to work effectively with organizations around the world while maintaining continuity, responsiveness, and consistency in how the Harada Method is applied.
Our approach focuses on building internal capability rather than reliance on external support. Leaders and teams learn to sustain disciplined practice and continuous improvement themselves, ensuring the method becomes part of how the organization works, not an initiative that fades over time.
For years, “commit to self‑development” was treated as a principle rather than a practice. Leaders believed in it, spoke about it, and expected it—but few had a disciplined way to live it daily. My journey with Lean leadership revealed that this missing structure, more than any strategy or tool, was what quietly determined success or failure.