My client, Jake Kincaid, headed a pharmaceuticals firm in Japan when I worked as his consultant on workplace issues. He wanted to implement cost-cutting measures, and he told me he couldn’t understand the Japanese people who worked for him. The company’s employees were resisting change, he said. He couldn’t get them to fully implement cost-cutting measures. How come? Jake had overheard a group of employees complaining about his full time driver and limousine—one of the perks of his job. The…