WILVAL HOUSE supports management by treating people and organization as one.
Like threads woven into fabric, we weave strategy and intent into daily practice to nurture organizational health.
Why "WILVAL"?
Two reasons — one of them literal.
Our office sits in a neighborhood called Yanagidani, which means "willow valley." There are willows in the park nearby. Watch one on a windy day: it bends with every gust and breaks with none of them. It doesn't argue with the weather, and it doesn't move out, either. Stays put, stays supple. Frankly, a role model.
The other reason: will + value.
By "will" we don't mean gritted teeth. Alain, a French philosopher who wrote a short essay on happiness nearly every day for years, put it simply: pessimism is a mood; optimism is an act of will. Will, in that sense, isn't the power to force things into being. It's a quiet promise to keep showing up, whatever the weather.
As for "value," we don't believe it can be imported. Gaudí, the architect of the Sagrada Família, said that humans don't create — they observe, and they discover. Value already lives in people and in organizations. No one hands it to you. It shows up on its own, somewhere in the middle of good work done with intention.
So that's the name: observe with will, discover what's already there. Bend like the willow. Don't break. WILVAL HOUSE tries to work that way, too — and we're here for the people and organizations who do.
How WILVAL HOUSE Works
The moment an organization decides it wants to change correctly, something tends to go missing. Oddly enough, it's a matter of grammar: the first person.
Correctness, after all, comes from somewhere else. Another company's success story, this season's framework, a consultant's right answer — and then another one. Before anyone notices, the question "How do we want to change?" has been quietly swapped for "What is the correct way to change?", and the hunt for answers begins.
WILVAL HOUSE doesn't bring answers. Not out of modesty, but out of conviction: the materials for change are already inside the company. The small workaround someone has quietly started. The doubt murmured at the edge of a meeting. A strength so old that nobody ever gave it a name. The seeds are already there. My job is not to diagnose them from the outside, but to find them with you.
A seed found by one person, though, is still just one person's opinion. So in the room, I ask people to bring what they can see from where they stand, and to keep talking until everyone can point at the same thing. What emerges is not an objective right answer — nobody has ever seen an organization from nowhere — but common ground: the overlap of one first person with another, where "this is how it looks to us" becomes possible. And that ground is the only place an organization can change on its own feet.
Not "what is the correct way to change?" but "how do we want to change?" Giving that sentence back its rightful subject — that is how WILVAL HOUSE works.
Masako Fujii - Director
I have worked across finance, services, and manufacturing, and in the international NGO sector. During a period devoted to family and community activities, I reexamined Japan’s society and economy from the vantage point of everyday life. With an eye to the whole, I work closely on specific issues and partner with clients to translate values into decisions and daily practice.
Education: M.A. in Social Psychology, The University of Tokyo; Master’s in International Affairs, Columbia University
Credentials: Certified Social Insurance and Labor Consultant; CPCC (Certified Professional Co-Active Coach, CTI)
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