[Notable First Book] 'Organizational Vessel' by Takuya Hanyu, CEO of Human Vessel Co., Ltd., Releasing April 22. A New Era of Organizational Theory Connecting Personal Growth and HR Redesign
Takuya Hanyu, CEO of Human Vessel Co., Ltd., will release his first book 'Organizational Vessel: Why People and Organizations Don't Change Even When Doing the Right Things?' on April 22, 2026. The book uncovers why standard HR practices fail, using the concept of 'vessels'.
📋 Article Processing Timeline
- 📰 Published: April 6, 2026 at 19:00
- 🔍 Collected: April 6, 2026 at 10:30
- 🤖 AI Analyzed: April 21, 2026 at 04:26 (353h 55m after Collected)
Takuya Hanyu, CEO of Human Vessel Co., Ltd. (Location: Yokohama, Kanagawa Prefecture), will have his first book, 'Organizational Vessel: Why People and Organizations Don't Change Even When Implementing the "Right" Measures?', published by JMAM (Japan Management Association Management Center) on April 22, 2026.
The author is an expert in HR and organizational behavior, and a researcher who has actively presented his rigorous academic research and practical activities linked with corporate HR.
Since forming the 'Human Vessel' research team at Keio University Graduate School in 2021, he has hosted the dialogue-based workshop 'Utsuwa Monogatari' (Vessel Story) more than 50 times over three years. The insights gained while closely accompanying frontline struggles have been consolidated into this book.
- Amazon Page: https://amzn.asia/d/07gV7do4
- Publisher Page: https://pub.jmam.co.jp/book/b673585.html
- A Practical Book Depicting the Consistent Path from Individual Transformation to Whole Organization Reform Centered on the 'Vessel'
■ Carefully Unraveling the Structural Reasons Why 'Correct Measures Don't Resonate' from the Perspective of the 'Vessel'
As a former editor of a specialized HR magazine who has interviewed numerous companies, the author one day witnessed the reality that a well-crafted new HR system at a major company he interviewed was not being received favorably by the employees. Furthermore, when the author himself attempted organizational change in his own company using methods learned in graduate school, he hit the same wall and experienced frustration.
With Japanese workers' engagement at the world's lowest level, and becoming a manager being referred to as a 'punishment game', hastily introducing 'correct measures' like 1-on-1s and psychological safety creates a paradox where it instead exhausts and confuses the frontline.
This book uses the concept of 'vessel' to unravel these structural causes, presenting an answer to the fundamental question of 'why people and organizations do not change'.
The author is an expert in HR and organizational behavior, and a researcher who has actively presented his rigorous academic research and practical activities linked with corporate HR.
Since forming the 'Human Vessel' research team at Keio University Graduate School in 2021, he has hosted the dialogue-based workshop 'Utsuwa Monogatari' (Vessel Story) more than 50 times over three years. The insights gained while closely accompanying frontline struggles have been consolidated into this book.
- Amazon Page: https://amzn.asia/d/07gV7do4
- Publisher Page: https://pub.jmam.co.jp/book/b673585.html
- A Practical Book Depicting the Consistent Path from Individual Transformation to Whole Organization Reform Centered on the 'Vessel'
■ Carefully Unraveling the Structural Reasons Why 'Correct Measures Don't Resonate' from the Perspective of the 'Vessel'
As a former editor of a specialized HR magazine who has interviewed numerous companies, the author one day witnessed the reality that a well-crafted new HR system at a major company he interviewed was not being received favorably by the employees. Furthermore, when the author himself attempted organizational change in his own company using methods learned in graduate school, he hit the same wall and experienced frustration.
With Japanese workers' engagement at the world's lowest level, and becoming a manager being referred to as a 'punishment game', hastily introducing 'correct measures' like 1-on-1s and psychological safety creates a paradox where it instead exhausts and confuses the frontline.
This book uses the concept of 'vessel' to unravel these structural causes, presenting an answer to the fundamental question of 'why people and organizations do not change'.