Aamol Lohani T’25 reflects on his Tuck Global Insight Expedition (GIX) experience in Japan. He joined Professor Kirsten Detrick to explore Japan’s approach to its aging population, how businesses can adapt to shifting consumer needs, and how leadership evolves in response to societal change.
What interested you about the GIX location and topic?
Japan has always fascinated me for its seamless blend of tradition and modernity, but what truly drew me to this GIX was the opportunity to explore how businesses are tackling the country’s aging demographic. With nearly a third of its population over 65, Japan is at the forefront of a challenge that many other nations, including the U.S., will face in the coming decades. I was eager to see how innovation—whether in health care, urban planning, or consumer products—was being leveraged to address this societal shift.
Beyond the business lens, I was also intrigued by the cultural fabric of Japan, where discipline, respect, and long-term thinking shape not just corporate strategies but everyday life. Understanding how these values influence decision-making in a rapidly aging society felt like an invaluable learning experience, one that I hoped would broaden my perspective on leadership, sustainability, and innovation.
What site visits, tours, meetings, and/or people were most impactful for you during the GIX?
Three visits, in particular, stood out—Panasonic, Lixil, and Kaichi Nihonbashi Gakuen High School. At Panasonic, I was struck by their LifeLens project, a tech-driven initiative to improve elder care. What resonated with me wasn’t just the sophistication of the product but the thoughtfulness behind it—how it was developed with empathy, not just efficiency, in mind. Seeing a legacy company embrace innovation while staying true to its founding philosophy of societal responsibility was inspiring.
The biggest lesson for me was how constraints drive innovation. Japan’s aging population is often framed as a crisis, yet what I saw was a country treating it as an opportunity—a catalyst for change rather than a roadblock.
Lixil’s approach to aging-friendly product design was equally compelling. Their customer segmentation strategy wasn’t just about business growth; it was about enhancing the quality of life for an aging population. The way they integrated design thinking into everyday utilities, from accessible kitchens to smart bathrooms, reinforced how businesses can create impact while staying commercially viable.
Lastly, at Kaichi Nihonbashi Gakuen High School, conversations with students about AI, social media, and their aspirations revealed a striking awareness of societal shifts. Their perspective made me reflect on how industries evolve faster than education systems—reinforcing the need for adaptability in leadership.
On the people side, our discussion with Ken Koizumi, an entrepreneur who transitioned from a corporate role to founding a health-tech startup, was eye-opening. His journey underscored the importance of adaptability and resilience—something I see as critical in my career path.
What is a key takeaway from this experience? What have you learned?
The biggest lesson for me was how constraints drive innovation. Japan’s aging population is often framed as a crisis, yet what I saw was a country treating it as an opportunity—a catalyst for change rather than a roadblock. Whether it was urban planning in Tokyo, where sidewalks were designed with raised tiles to guide visually impaired pedestrians, or corporate innovations like Panasonic’s elder-care tech, Japan is proving that necessity truly is the mother of invention.
Another key takeaway was the power of long-term thinking. In the West, businesses often prioritize short-term profits, but Japanese companies approach strategy with a decades-long horizon. This reinforced the idea that sustainable business models require patience, vision, and an unwavering focus on stakeholder value—an approach I hope to carry forward in my own leadership journey.
Do you think this experience will be valuable for your post-Tuck career? How and why?
Absolutely. My career interests lie in strategy and innovation within regulated industries like biotech and pharmaceuticals. Japan’s approach to demographic challenges offers a playbook for how businesses can navigate shifting consumer needs while staying profitable.
Beyond industry insights, this experience shaped my perspective on how leadership evolves in response to societal changes. Conversations with leaders like Tsukiko Tsukahara, who is advancing DEI initiatives in Japan, reinforced the importance of challenging the status quo while respecting cultural contexts. That’s a balance I hope to strike in my own career—whether in leading teams across geographies or driving innovation in spaces where regulation and tradition intersect.
More personally, the GIX strengthened my ability to think globally. It’s easy to develop a U.S.-centric view at business school, but seeing Japan’s unique approach to challenges reminded me that there’s no single “right” way to solve a problem. The best solutions often come from a blend of perspectives—a mindset I’ll take with me in my post-Tuck career.
I’m a second-year MBA student at Tuck, originally from New Delhi, India. Before Tuck, I worked in operations and supply chain at ITC, managing complex logistics and manufacturing in the CPG industry. This past summer, I explored the biotech space as a CMC intern at Moderna. Outside the classroom, I’ve been making the most of my time in the Upper Valley—playing soccer, hosting small-group dinners (where I like to believe my curries are a hit), and even learning to ski and ice fish. I’ve also been actively involved in leading the Tuck India Trek and contributing to SABA, the Center for Health Care, the Tuck Emerging Markets Conference, and the Soccer Club.
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