The Gemba Mindset is becoming increasingly important in today’s workplace, especially as companies rethink where and how work should be done.
The word Gemba comes from Japan and means ‘the real place’. In business, it refers to the place where value is created. This could be a factory floor, shop, farm, or even a place where customers use a product. A ‘Gemba Mindset’ encourages leaders and workers to spend time on the factory floor rather than staying behind desks in offices all day.
For many years, office work has been viewed as the centre of decision-making. Managers gather information through reports, emails, and online meetings. While these tools are useful, they can distance people from the real conditions on the ground. The ‘Gemba Mindset’ challenges these habits. It asks leaders to leave their offices and see things through their own eyes. By being present, they can better understand problems, notice small changes, and hear directly from employees and customers.
Simultaneously, the ‘Gemba Mindset’ does not reject flexibility. Flexibility can support this. Flexible work arrangements allow people to choose when and where they work, as long as they stay connected to the places where value is created. This means employees may not need to sit in an office all day, but they are still expected to regularly show up at the ‘Gemba’. The goal is balance: freedom in working styles, combined with the responsibility to stay close to real work.
Japanese companies have long promoted this type of thinking. One example is Suntory, a well-known Japanese beverage company. Suntory encourages employees to develop a strong Gemba Mindset by spending time at production sites, sales locations, and customer environments. Simultaneously, the company offers a high degree of flexibility in working hours and arrangements. Employees may work remotely for part of the week, but they are also encouraged to visit factories, farms, and retail spaces where Suntory products are made and sold. This helps workers understand how their daily tasks are connected to real people and products.
Simple examples are provided to demonstrate how this works in practice. A product designer who spends time at a bottling plant may notice that a new bottle shape is difficult to handle on the production line. A sales manager who visits small shops may observe how customers react to new drinks on crowded shelves. An office worker who talks directly with delivery drivers may learn about delays that do not appear in the reports. These moments can lead to better decisions that would not occur behind a screen.
Flexible work and the ‘Gemba Mindset’ are also seen as important tools for retaining workers. Many employees value freedom, trust, and meaning in their jobs. Companies that offer flexible schedules while encouraging strong connections to real work often experience higher loyalty. This is especially true in Japan, where the population is ageing, and the workforce is shrinking. Older workers may prefer fewer working days or reduced hours, but they still want to feel useful and respected in their jobs. Visiting the ‘Gemba’ allows them to share their experiences and stay engaged without working full-time in an office.
Despite these benefits, flexible work aligned with the “Gemba Mindset” has not been adopted uniformly. Some companies worry that flexibility will reduce productivity or weaken their communication. Others find it difficult to break old habits. A clear example is Panasonic, one of Japan’s largest technology firms. During the trial, Panasonic offered a four-day workweek to approximately 63,000 employees. The company hoped that flexible schedules would attract and retain talent. However, only approximately 150 workers chose this option. This low uptake shows how cultural and workplace norms can slow change, even when good options are available.
Experts have stated that this result does not imply that flexibility has failed. Instead, it shows that systems and mindsets must change together. If employees fear being perceived as less committed, they may avoid flexible options. If managers still expect people to be constantly available, flexibility loses its meaning. The Gemba Mindset can help by shifting the focus from time spent at a desk to the value created in the real workplace.
Ultimately, the Gemba Mindset offers a simple lesson. A real understanding comes from being present where the work occurs. When used effectively, flexibility does not detract from this truth. Instead, it can free them from unnecessary office routines and bring them closer to the business’s heart. As companies face labour shortages, ageing societies, and changing worker expectations, finding this balance may no longer be a choice but a necessity.
Dr Aloma Jayasundera
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