We would like to continue to build a relationship with you, if you don’t mind. If you would mind building up a relationship with our company, that would be much appreciated and we’d be tremendously grateful.
If at all possible, I would like to meet you with my son, cousin and my wife.
My son, on the other hand, speaks Chinese well and I returned to Taiwan every year. If there is opportunities to meet you, I would love that. My son currently is an actor.
My son attended Taiwan Normal University for four years.
[Japanese] That’s where my cousin lives.
I am Taiwanese born and grown up in Japan, but my nationality is built Taiwanese.
Audrey, thank you very much for your time.
Yes. That’s what we were about to say. My apologies for interrupting you. We are ready for CEO. If you could just wait for a moment.
We enjoyed your interview as well. Thank you very much.
This is the end of the interview. Thank you very much for all the interesting things that you have shared with us today.
This is the last question for you Audrey. What makes you you, and to maintain that, to stick to that, what kind of things do you do to keep that?
For those people — people in senior management at Japanese companies — do you have any advice to prevent them from becoming threatened or fear?
If more information will be evenly distributed, like you said, level the playing field, senior management of not all companies, but certain companies might not like that open government concept.
It’s a more Japan specific question. In Japan, the senior management of a company they want to control the information and they don’t want to give all the information to people below. They want to intentionally create a disparity of information.
Yes. These are people in the private sector by having a open government that is improving, increasing transparency. They believe that their positions may be negatively honed.
Let’s talk about transparency, about mobilization of people. You are a proponent of open government. Some people are not liking that concept. They’re scared of it. They think that the more you promote open government, some of these officials’ rights, privileges will be taken away. For those people, do you ...
This sense of humor, Audrey, how did you hone it? What helped you make your humor skills — let’s call it humor skills for now — better than what it was before?
Is there anything you take into consideration when you decide to bring in humor? Do you have some rules or criteria about humor that you use? How can one hone a sense of humor here?
Next, I would like to talk about transparency and humor. You mentioned that as the key to getting people to take action, but humor can be difficult to handle sometimes because you can hurt people, depending on how you use the deliberate.
When did you start working under this, the motto or the mantra of optimizing for fun? When did you exactly start doing that? What triggered your move to be more enjoyment centric?
You have stated optimizing for fun, that’s more important than having a sense of mission or passion for work. Could you explain why you think it’s important for the readers of the magazine? Why that is more important than having a sense of mission or passion at your work?
So that type of social movement that you were involved in, I think you could have continued to have done that in the private sector. Why did you actually move to the public sector to work on these things?
Audrey, I would like to ask you about your personal story. You were in the IT industry, then you made a big change in terms of career. Can you tell me, what was the turning point of that?
Thank you very much. I understand.
I believe a lot of people in Taiwan are also now used to working remotely and so on during the pandemic, but through working remotely, has your digital transformation work come out positively for the people of Taiwan? If so, what kind of positive impact has your digital transformation work ...
Now because of the pandemic, because of Corona, everybody is doing remote work, and we’re getting quite used to it, but in Taiwan, I understand that you’re trying to solve issues through digital transformation.
In Japan, what the companies in Japan are doing is trying to run their businesses more efficiently, and they’ve been doing digital transformation, DX from quite long time ago.
I understand that you are working on so many social issues. During the pandemic, because you were working on the digital startup things, were you able to give a lot of them added value to it? How did your job perform under the pandemic?
OK. What is Taiwan working on globally at the present time?
Sorry, I’m not good with genders. [laughs]