The Catalyst of Global IT Transformation
Shusaku Harada
IT Strategist/Chief Strategy Officer
CISD(ASIA) CO.,LTD.
The Catalyst of Global IT Transformation
Shusaku Harada
IT Strategist/Chief Strategy Officer
CISD(ASIA) CO.,LTD.
Shusaku Harada - Asia’s 40 Under 40 2025
Shusaku Harada refuses to be bound by conventional thinking. As Chief Strategy Officer of CISD (ASIA) CO. LTD. at ITOCHU Corporation, he has transformed IT from a reactive service function into a strategic engine of global innovation. For Shusaku, true transformation is never achieved by merely tweaking legacy systems; it requires challenging assumptions, reshaping organisational DNA, and turning bold visions into measurable impact. The founding of the Global Tech Lab marks the defining milestone of his career. Confronted with outdated IT methodologies and a shrinking pool of skilled talent, Shusaku envisioned a global hub capable of competing at the highest level. By bringing together diverse cultures, cross-border expertise, and cutting-edge technologies, he created a platform that launches new businesses, drives operational reform, and positions IT as a proactive force shaping strategy and growth. Shusaku’s leadership is uncompromising: IT must lead, not follow; transformation must be deliberate, not reactive; ambitious ideas must be executed with precision. Under his guidance, the Global Tech Lab has become a benchmark for innovation, proving that Japanese enterprises can thrive globally without being constrained by convention. Defined by vision, courage, and relentless pursuit of change, Shusaku continues to turn technology into a transformative force, reshaping culture and driving enterprises toward lasting global success. TradeFlock interviews Shusaku to understand what makes him a leader in his field.
How has moving from technical to strategic leadership changed your approach to decisions and ownership?
As my role evolved from technical expertise to strategic leadership, my approach to decisionmaking and ownership shifted profoundly. Early in my career as an enterprise IT strategist, I focused on delivering optimal solutions—either individually or by guiding existing teams. Over time, I realised that true transformation goes beyond optimising within established frameworks; it requires decisions that anticipate long-term impact and the creation of structures that enable ongoing innovation. Today, my focus is on building an environment where every member of the organisation sees themselves as a driver of change. I strive to cultivate a culture where innovation is not a top-down directive but a shared responsibility, supported by diversity, open dialogue, and collective ownership. By empowering teams to take initiative and fostering a mindset of “I am the innovation initiative”, I aim to turn bold ideas into lasting impact, shaping both organisational capabilities and the future we aspire to create.
What strategic opportunities in Asia excite you, even amid uncertainty?
What excites me most about Asia’s business landscape is its extraordinary diversity, immense growth energy, and the remarkable potential of its people. Across the region, cultures and values intersect, and change is constant. I have repeatedly witnessed professionals taking bold initiatives, creating new value, and demonstrating that Asia’s potential is unparalleled. This is why I believe leadership must embrace uncertainty rather than retreat from it. My approach is to discern possibilities and, with strategic intent, take decisive steps forward. Uncertainty will always exist, but by combining a global perspective with local realities, responding thoughtfully, and adapting with agility, its impact can be managed effectively. I see a unique strategic opportunity in leveraging Asia’s diversity, talent, and dynamism to drive innovation and value creation. Embracing challenge and change, and enabling human potential to flourish, is the defining pathway for leadership in this rapidly evolving and highpotential region.
As AI and digital platforms reshape power and trust, what risks do leaders often underestimate?
The greatest risk leaders underestimate is clinging to past successes and maintaining the status quo. In today’s fast-paced, technology-driven world, organisational cultures and decisionmaking structures often struggle to keep up. Simply adopting new tools is not enough—leaders must fundamentally rethink how power, trust, and decisions flow within their organisations. Complacency is the fastest path to obsolescence; by the time change is recognised as necessary, the market may have already moved ahead. Effective leadership today requires embracing change, not fearing it. Organisations must actively participate in transformation, challenging cultural norms and decision-making frameworks. Leaders who adopt a global perspective and foster a culture of proactive innovation ensure their organisations remain resilient, relevant, and ahead in an era defined by AI and digital disruption.
What personal discipline keeps you grounded under pressure, and what is your success mantra?
“Question the status quo—always.” I never take my current situation, thoughts, or judgements for granted. I constantly ask: “How can this be improved? How can it be made more meaningful?” In today’s rapidly changing environment, maintaining a spirit of positive inquiry and relentlessly pursuing new possibilities is essential. I also live by the principle of “knowing that I know nothing.” Learning is everywhere—not just in formal study, but in every conversation, encounter, and moment of daily life. By drawing lessons from even the smallest experiences, I stay open to new perspectives and continuous growth. Together, these convictions keep me grounded under pressure and guide me to challenge boundaries, innovate, and create lasting value.
