In the complex landscape of the Japanese pharmaceutical market, the “status quo” is often the safest harbor. But for leaders like Kennet Brysting, former President of Gilead Japan, the status quo is the most dangerous place to stay.
Innovation in Japan doesn’t require breaking the rules. It requires a relentless focus on the patient and the courage to execute while others are still waiting for a mandate. Below are the core protocols that allowed Gilead Japan to thrive under his leadership.
The “Smart Risk” Protocol
Kennet defines Smart Risk as decisions where the downside is limited, the upside is meaningful, and learning is guaranteed. It is about normalizing experimentation.
A perfect example is Gilead’s journey with HIV prevention (PrEP) in Japan. There was no clear path to reimbursement. Most looked at the “box” and said, “It’s impossible.” Kennet’s team focused on the Patient North Star. They knew it was the right thing to do for the community. They stayed patient. They worked with the MHLW, academia, and community groups. Three years later, they are seeing breakthroughs.
The Efficiency Paradox: Growing 15% While Cutting Costs
In 2025, Gilead Japan grew its business by 15% while reducing operational spending by 6%. They solved the “Efficiency Paradox” by refusing to wait for “Global.”
Kennet hired an in-house data scientist and leaned hard into AI. They moved away from legacy playbooks. They used AI to train sales reps and identify Key Opinion Leaders (KOLs) through data analysis. They used customer insights to drive meaningful dialogue. While other affiliates waited for a global mandate, Japan was already executing.
3 Takeaways for the Japan GM
If you are leading a team in Japan, Kennet’s tenure offers a clear roadmap:
- Don’t “Copy-Paste” Global Strategy: A slide deck from HQ may not work in Osaka. Critically assess if it fits the Japan environment.
- Creativity Within the Box: You don’t always have to break the rules to innovate. Understand the boundaries—compliance and regulations—and use every inch of that space to find new solutions.
- Build Psychological Safety: This is the priority. If your team doesn’t feel safe to speak up, you lose the local insights needed to win. The GM must be the role model for transparency.
As Kennet puts it: “A healthy person has many wishes; a sick person only has one.” When you maintain that patient focus, the “status quo” suddenly feels like a very dangerous place to stay.
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