At present this explicitly does not include a "lockdown such as we have seen in countries abroad."
I would recommend you not make plans which are contingent on that state of affairs continuing.
"What's the biggest change we're likely to see?"
Every public and private org in Japan will have a conversation tomorrow, and in lamentably many cases for *the first time* tomorrow, on what their coronavirus strategy should be. Some will act; some will start planning to act.
"Every" is a bit of an overstatement for effect here, but as of tomorrow it's hard to imagine e.g. a large corporation or city not having several hundred people working on this issue.
That is, unfortunately, not terribly hard to imagine as of last week or even this morning.
The press conference includes the first time I've heard the acknowledgement from on high (in Japanese) that asymptomatic people can be infectious, which is one of the most important facts for the public health response and which will likely surprise a lot of decisionmakers.
Request from the government to avoid moving from Tokyo/Osaka/etc ("as we've seen abroad during lockdowns") to regions of Japan because a) risk in Tokyo/Osaka/etc "if living life as normal" is low and b) high at-risk population in the regions.
(Both quotes approximate.)
Government clarifies that while compliance with government requests to avoid e.g. operating businesses considered at high risk to spread coronavirus is at the discretion of the business owner, that request could be made directly, by police, in the course of their official duties.
I will note for the benefit of Japanese speakers searching the transcript that the word 職務質問 was used by the questioner, and think your friendly neighborhood legal professional can explain why that is an important word choice.
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It is useful to understand when you are dealing with a person who can be persuaded and when you are dealing with a state machine which has formal transitions for some things you could say and literally no emotional response per policy.
The second is a much better model for many large bureaucracies than the first.
This drives some people to hate bureaucracies, which is an aesthetic reaction they are welcome to. And it causes some people to return to the interpersonal maneuvering script that they expect to work.
I once had a conversation with California about counting. They were counting shots delivered. Bloomberg had published a league table which showed California ~48th in nation on delivery versus shipments, a fed number.
Good news, says California. The reality is probably better than the league table says. Not that we can admit this out loud, you see, because those are Official numbers and we have to pretend our submissions are not lies.
But we just didn’t see those numbers as important.
That equity will almost always be in the house but for wealth management customers it could be in many other things. You could pledge a CD (hah) or basically anything you keep in your brokerage account. (Some restrictions apply.)
The pledge immobilizes your stocks for a few years, generally at the wealth management division that is making this transaction happen. (But options exist for other arrangements.)
In event value of stock declines below level bank is comfortable with, you get a low-urgency call.
I am reminded of the absolutely enormous detection of embezzlement as restaurants switched to cash registers, a switch which was not motivated by concerns of embezzlement.
(The combination of physically absent manager, socioeconomic realities of employee population, and no bookkeeping of marginal pizza created meant that places which believed they were high-trust environments were in fact not.)
(Ran into this once at Ardy’s in college on a debate team trip. Employee came out to take our order and said “OK that’s $20.”
Me: “$20 and what?”
Employee: “$20 will do. I’ll go tell kitchen.”
*leaves*
Me: “We’re leaving.”
Teammate: “What.”
Me: “Not eating a stolen burger.”)
Interesting new AI interaction model which we'll see a lot of in the future, spotted on Bench (bookkeeping service):
Patrick: *uploads statements*
Regular computer system chugs
AI: We have questions on ten line items. Your chat about them will be reviewed by a human bookkeeper.
AI: What's this use of Paypal for?
Me: *explains that it is a coworking space*
AI: Was that for daily or monthly use of a coworking space?
Me: Yes.
AI: Preliminary categorization is as Rent or Lease Expense. Should I proceed.
Me: Yes.
AI. Noted for your bookkeeper. Next.
This is so unbelievably more time efficient than requiring either a synchronous back and forth with my bookkeeper or, more likely, requiring me to bat emails around with a latency of several days because my job is not actually responding to questions about a $5 invoice quickly.
@GrantSlatton @waltuuuhr @tenobrus Some gaishikei (Western firms) do quite well for themselves in Japan (AppAmaGooFaceSoft for example) and *some* of those are *comparatively* not managed in the fashion of traditional Japanese companies *in many of their divisions.*
Real question is probably about startups right?
@GrantSlatton @waltuuuhr @tenobrus Question of why startups which adopted other-than-traditional management don’t just win outright is a subset of “Why don’t startups just win outright.” A Twitter thread will not usefully hold the answer to it.
Note: offering “better” culture *not necessarily in direct interest.*
@GrantSlatton @waltuuuhr @tenobrus There exist desirable candidates and desirable counterparties who are quite fine with the culture that exists, thank you very much, and will appreciate you credibly signaling your willingness to work within it to do business with you.