At a Tokyo-based business support firm, a group of young employees is embracing a revival of Japan’s traditional corporate fervor, challenging decades of workplace reforms aimed at improving work-life balance and mental health. At Global Partners (GP), a small but vocal cohort of Generation Z workers have adopted a high-energy, discipline-oriented work culture reminiscent of Japan’s post-war economic boom.

Each morning, employees gather in a circle to engage in loud, motivational chants and take turns delivering spirited pep talks, creating an atmosphere of intense camaraderie and corporate zeal. This revival of “corporate machismo” is attracting young professionals seeking a more vigorous and demanding environment. Twenty-six-year-old Kotaro Kawabata described the culture as immediately energizing, appreciating the firm’s strict approach and the frequent constructive criticism intended for personal development. Similarly, 28-year-old Asuka Obri Okabe views reprimands as a form of guidance, contrasting with what she sees as the dangers of workplaces that avoid correction altogether.

This resurgence of tough workplace attitudes comes amid broader shifts in Japan’s employment landscape. A 2023 Recruit Works Institute survey found that 64 percent of middle managers scold employees only a few times annually, signaling a move toward gentler management styles. Shoto Furuya, the institute’s chief researcher, explained that Japan’s aging population and changing workforce composition have led to greater diversity in work values, with many employees prioritizing life beyond their jobs. The 2015 suicide of a young Dentsu employee brought national attention to karoshi, or death from overwork, prompting companies to seek more balanced work environments.

Despite these reforms, some younger workers express frustration with what they perceive as an overly relaxed and disengaged workplace culture. Furuya noted that not all employees thrive under low-pressure conditions and that the culture at GP serves as a reminder of the once tightly knit corporate communities that helped power Japan’s rapid economic growth. The firm’s unique use of “zoss,” a masculine twist on the typical Japanese greeting “otsukaresama-desu” (thank you for your work), exemplifies this cultural revival.

However, GP’s approach has attracted criticism, with some social media users describing its pep rallies and strict management style as “cult-like” and “sadistic.” Founder and CEO Koji Yamamoto attributes the decline of traditional corporate zeal to Japan’s adoption of Western political correctness and cancel culture since the early 2000s. He argues that contemporary workplaces have become too cautious, with employees fearful of even casual encouragement or physical gestures, leading to what he terms “quiet quitting.” Recent data supports this concern, as a job survey by Mynavi found that half of Japanese workers in their 20s and 30s report being mentally disengaged from their roles.

Nineteen-year-old GP employee Yuna Nagano argued that unlike many in her generation who show minimal enthusiasm, the firm’s culture fosters higher productivity and a stronger connection to their work. While Yamamoto celebrates elements of Japan’s Showa era (1926–1989) industrial spirit, he acknowledges that certain aspects, such as excessive workloads and neglect of mental health, should remain in the past. He envisions a blend of tradition and modernity, aiming for a corporate culture that embraces 90 percent of the Showa-era work ethic alongside 10 percent of today’s more progressive values.

Despite its intense atmosphere, GP maintains some modern workplace features, including a diverse, gender-balanced roster of mostly young employees, casual dress codes, and relatively high use of paid leave. This hybrid approach reflects ongoing tensions in Japanese corporate culture as the country grapples with balancing productivity, employee wellbeing, and the evolving expectations of a new generation of workers.