Kanoko OISHI (Medical Consultant/President, Mediva Inc.)

社会で役立てる人間になりたかった Wanting to be useful in society

在学中を「まじめな学生ではなかった」と振り返るが、法学部の単位だけでなく経済・経営の授業も積極的に受けていた。「早く社会に出て、役に立てる人間になりたかった。だから、実学重視の阪大が私には合っていたんでしょうね」。卒業直前の1983年2月にはヨーロッパを40日以上放浪し、ゼミの川島慶雄教授（国際法）が「卒業生総代に決まったよ。式に出られるだろうな」と心配したエピソードも披露。

Looking back on her time at university, Ms. Oishi said, “I wasn’t a serious student,” but she actively took courses outside of the School of Law, such as in economics and management. “I wanted to get out and be useful in society. I think that’s why OU’s practical education was such a good match for me.” From February 1983, immediately before her graduation, she spent more than 40 days on a journey around Europe, much to the worry of Prof. Yoshio KAWASHIMA of her seminar in International Law, who said, “You’re the valedictorian; you’d better be at graduation.”

MBAを取得しマッキンゼーの役員まで Getting her MBA and joining McKinsey and Co.

日本生命に就職したものの、男女雇用機会均等法成立前で、女性には「コピー、お茶くみ」のイメージがついていた。試験を受けて女性総合職第1号となったが、知人の勧めなどもあって、米国ハーバードビジネススクールで学び直した。授業前に1日3ケースの事例を学んでおかねばならず、自習だけで「3時間×3」。寝る時間もない日々。父の仕事の関係で小中学校を米国で過ごし、阪大でもESSで語学力は鍛えられていたが、ハーバードの授業は厳しかった。ケースディスカッション重視で、当てられるたびに自身の意見をスピーチする積極性が求められた。

Ms. Oishi landed a job at Nippon Life Insurance Company, but as this was at a time before the Equal Employment Opportunity Law, women were seen as “the ones who made copies and tea.” She became the first female to get hired as a regular worker, but following the advice of an acquaintance of hers, she instead entered Harvard Business School. Before each class, she had to study 3 cases at 3 hours per case, which meant she had very little time to sleep. Due to her father’s profession, she spent elementary and junior high school in the US, and even sharpened her language ability at ESS while at Osaka University, but Harvard classes were tough. Case discussion was heavily emphasized, with students required to speak about their opinion when called on during class.

MBA取得後、28歳でマッキンゼー・アンド・カンパニー（米国、日本）に入社。実力と個性を発揮して、パートナー（役員）に抜てきされた。「私は、課題の設定、チーム運営、クライアントへの対応が得意で、やる気をもって楽しく仕事できる環境を作れたのが評価されたのでしょう」

After acquiring her MBA, she joined McKinsey and Co. (US/Japan) at 28 years old. She showed her ability and individuality, which got her selected as a Partner. “I’m proficient at establishing challenges, managing teams, and responding to clients, so I suppose I was recognizing for creating a motivating environment for employees to enjoy their work.”

出産が転機に。「病院を良くしたい」 Childbirth was a turning point: “I want to improve hospitals”

36歳で長男を出産したことが、大きな転機となる。病院で、特別悪い扱いを受けたわけではなかったけれど、病院のあり方に疑問をもった。例えば、診察までの長い待ち時間だ。銀行なら、時間のかかる融資交渉とすぐに済む預金引き下ろしは別のルートで行い、待ち時間を削減しているが、病院ではいろんな症状の患者さんが同じルートに乗せられている。それが「当たり前」とされていた。

Having her first-born son at 36 was a large turning point for her. She wasn’t treated especially poorly, but she questioned the role of the hospital itself, e.g. long waiting times. At a bank, customers take different routes depending on their needs, so things like loan negotiations and simple withdrawals are handled differently, minimizing wait times. But at a hospital, all of the patients wait in the same line regardless of their symptoms. This had become the status quo.

医療界に新風を吹き込もう。マッキンゼーにいた医師と一緒に2000年、「メディヴァ」を興し、第1号クライアントとして用賀アーバンクリニックを設立した。以来、かかわった医療施設は120〜130にものぼるほか、病院の再生、健保組合の赤字解消、ミャンマーでの医療支援など幅広い活動を展開する。患者さんの視点を重視し、診療時間を午前8時〜午後8時に設定したり、カルテの開示を行ったり。「同じ5分間診察するにしても、パソコンばかり見ているのではなく、患者さんの目を見て触診することで、患者さんは満足できる。最後に『ほかにご質問はありますか』と医師が尋ねることによっても患者さんの満足度が上がります」と説明する。医療報酬には複雑な点数制度があるが、いろんな診療科をうまく乗り入れることで、経営効率も上がる。患者さんに認知してもらえれば、口コミで「いい診療所だ」と広まるのだ。

With the intent of breathing new life into the medical world, Ms. Oishi started Mediva in 2000 with renowned doctors that she worked with during her time at McKinsey and Co., and established Yoga Urban Clinic as its first client. Since then, Mediva has been involved with as many as 120~130 medical facilities, active in hospital renovations, reduction of losses for health insurance societies, and even medical treatment support in Myanmar. With an emphasis on the patient, medical facilities have undergone various reforms, such as setting their hours of operation from 8am ~ 8pm and displaying patient information during examinations. “In the 5 minutes it takes to see a patient, by looking the patients in the eyes and not at a computer, a doctor can increase patient satisfaction. Patients feel more at ease when doctors ask if the patient has any other questions at the end of an examination,“ explains Ms. Oishi. There is a complicated point system involved with medical fees, but by taking in various medical departments, operation efficiency will also improve. If more patients are familiar with these institutions, reviews will also improve.

安心して出 産・ 育児のできる職場に Aiming to build a workplace that supports childbirth and childrearing

メディヴァ内では、出産・育児を経ながら働ける環境を整備している。子どもが熱を出しても、自宅にパソコン1台あれば看病しながら仕事をこなせる。仕事のチームでも融通し合う。職場に子どもを連れてきても構わない。大石さんは、社会、職場に昔ながらの「お互いさま文化」を再生させようとしているのだ。家族会を作って親睦を図るほか、顧客との懇親会を催せる「宴会スペース」の隣には、子どもが遊んで待っていられる空間も。約100人いる男女社員には、月1人くらいのペースで子どもが生まれている。そして若い人も「子どもがほしいな」と考えるようになっているという。

At Mediva, employees can give birth to and raise children while continuing to work. Even if a child has a fever, as long as one has a computer at home, it’s possible to work while caring for the child. Work teams are also flexible; bringing children to the workplace is not a problem at all. Ms. Oishi is trying to revive a more traditional cooperative culture in society and in the workplace. She’s also creating family associations and setting up spaces for children to play next to “banquet spaces” for meetings with clients. With some 100 employees, children are being born at a rate of about one per month. Ms. Oishi says that this makes younger employees want to have children, too.

社員には、ワークライフバランスの取れた仕事ぶりを求める。原則として深夜までとか徹夜の勤務は禁じ、効率よく働くよう指導する。1週間1人で考えるより、1日考えてから周囲に相談する方がいいと話す。

Ms. Oishi wants employees to have a good work-life balance in their careers. Working late and/or overnight are against the rules, so she provides guidance to her employees to increase work efficiency. Rather than taking a week to think something over by oneself, Ms. Oishi says that it’s better to think something over for just a day and then get advice from those around you.

企業には「NPO的」な体質も An NPO-like corporation

企業である以上、利益追求は大事だが、それに固執せず、「NPO的」な体質を大切に考える。「子どもから『どうして働かないといけないの？』と尋ねられて、『お金を稼ぐため』だけなんて応えたくない。『君たちに、住みやすい社会を作っていくためだよ』と言える大人でいたいんです」

Mediva is technically a corporation, which means that pursuing profits is important, but Ms. Oishi thinks that NPO-like qualities are also crucial. “When children ask me why I have to work, I don’t want to tell them that my work is just for money. I want to be able to say that I work in order to build a society that’s comfortable for the individuals living in it.”

「自分の力をどれだけ磨くか」 “How much will you better yourself”

阪大の後輩たちには「同じ人生を歩むなら、やりたいことをやってみなさい。これをやっちゃいけない、こんなの格好悪い、なんていう考えは捨てて、自分のエネルギーをいっぱい発揮したらいいんです」と呼び掛ける。「マッキンゼーなどにいた阪大出身者も、一生懸命取り組む姿勢を持っていました。マッキンゼーでは、仕事を回す能力に長けた人間を“street smart”と表現します。阪大出身者にはこういう方が多い気がしますね」とも。また自身の経験も語ってくれた。

Ms. Oishi calls out to current OU students, saying, “If you’re going to walk down the path of life, do what you want to do. ‘Can’t do this, this isn’t very cool.’ Throw away this kind of thinking and show your own energy.” She continued, “All of the OU graduates at places like McKinsey gave it their all. At McKinsey, we call people who know how to work ‘street smart.’ I get the feeling that there are a lot of individuals like this at OU.” She also spoke about her own experiences.

転職などの転機が訪れた時、どう判断するか─「あっちの水が甘く思えても、それに惑わされないように。今の組織だからやれている場合もある。自分の力を過信せずに、よく見つめ直してから道を決めてください」

When faced with an opportunity like a change in profession, she gives this advice: “The grass may seem greener on the other side, but don’t get distracted by it. Thera re things you can only do where you are now. Decide your own path after reconsidering your situation and try not to overestimate yourself.”

日本の社会はまだ、女性が実力を発揮しづらい─「女性は損だ、なんて考えても仕方ない。レアであるからこそのメリットがあることも。得意な分野、才能をどんどん伸ばしたらいいんです」

It’s still difficult for women to show their potential in Japanese society. “I wouldn’t blame anyone for thinking that women are at a disadvantage, but there are merits to their rarity as well. Continue to develop your strengths.

箕面に実家があって、「大阪人」を自認。「物怖じしない積極性がとても大事で、大阪人のDNAは世界に通用しますよ」と笑いながら、「最後は、自分の力をどれだけ磨いてきたかです」と力強く結んだ。

Minoh is Ms. Ohnishi’s hometown, so she’s definitely an Osakan. “It’s important to be assertive and not shy, which is why I think that Osaka DNA is holds up all over the world,” she laughed. “In the end, it’s all about how much effort you put into bettering yourself,” she said, wrapping up the talk with a powerful message.

■ 株式会社メディヴァ Mediva Inc. (2 Yoga, Setagaya, Tokyo)

MEDIVA＝Medical Innovation and Value-Added。本社は東京都世田谷区用賀2 。 資本金1億5800万円 。 事業内容は、医療機関・介護事業の経営コンサルティングとオペレーター、健保・人事のコンサルティング、ヘルスケアサービスの開発・運営など。社員は、医療やコンサルタントとは無関係だった職種から転職してきた者が多く、率直でユニークな意見が交わされている。

Mediva stands for Med ical I nnovation and V alue- A dded. Capital Stock: 158 million yen. Mediva is active in management consulting and operation of medical institutions and nursing care services, health insurance and personnel consulting, and development and operation of healthcare services. Many employees hail from fields outside of healthcare and consulting, making for an environment that is buzzing with all kinds of candid and unique viewpoints and opinions.