powering Change, Co-Creating the Future

                                                    —    Interview with Mr. Hiroshi Kanazawa, General Manager of IHI-Sullair Compression Technology (Suzhou) Co.,Ltd. 

As global manufacturing undergoes rapid transformation and the energy transition continues to accelerate, the air compressor industry is at a turning point. For IHI-Sullair Compression Technology (Suzhou) Co.,Ltd. （AKA IHI-Sullair）, which has been deeply rooted in the Chinese market for more than two decades, the challenge lies in how to maintain resilience and competitiveness in an increasingly complex environment. 

Recently, we sat down with Mr. Hiroshi Kanazawa, the newly appointed General Manager of IHI-Sullair. Drawing on his extensive international management experience, he shared his perspectives on corporate strategy, market dynamics, management philosophy, and customer value. His insights reflect the clarity and determination of a seasoned business leader.

Mr. Kanazawa has been with the IHI Group for over 30 years, beginning his career in the automotive turbocharger business and serving customers across Asia, Europe, the United States, and China. He has also completed long-term assignments in Thailand and Germany, and this is his third overseas assignment. 

“Although I have visited China many times on business trips, this is my first time actually living here. For me, it is both a challenging and an exciting opportunity,” he shared. While he does not yet speak Chinese, he has already started learning and even plans to run around Jinji Lake in Suzhou as a way to connect with local life. “Physical exercise such as running increases BPM and is good to activate my brain and sharpen some of my ideas, and on top of that, I can enjoy the beautiful sceneries of new and old Suzhou!”

First Impressions and Strategic Direction

Reflecting on his new role, Mr. Kanazawa first expressed deep respect for the achievements IHI-Sullair has made over the past two decades. He emphasized that the company has built a solid customer base and a strong brand reputation in China, playing an important role within IHI’s Rotating Machinery SBU.“IHI-Sullair is a key growth driver for our group. My responsibility is to sustain and expand this strength, ensuring its continued development.” 

At the same time, Mr. Kanazawa acknowledged that the external environment is changing. Slower market growth, new competitors, and intensifying global competition mean the company can no longer rely on past growth models. As the new General Manager, his focus is on guiding the organization into its next stage of development.

On strategy, he highlighted the “Vision 2030”. This mid-term plan was launched four years ago and is now at its halfway point. “Market conditions and external factors are evolving. Companies must build adaptability if they want to achieve real growth,” Mr. Kanazawa explained. 

He stressed that adaptability is the key to survival. Quoting Charles Darwin, he remarked: “It is not the strongest or the most intelligent who survive, but those who can best adapt to change.” To him, this principle applies not only to the natural world but equally to business in dynamic markets. 

Looking ahead, Mr. Kanazawa outlined two guiding approaches: first, to foster open dialogue and gather diverse opinions in order to create solutions that are collectively embraced; and second, to implement necessary organizational adjustments to better respond to external changes. “Change is not the goal itself—it is the means to survive and grow.” 

Business Structure and Market Competition

When discussing business models, Mr. Kanazawa introduced a “three-layer structure” to describe IHI-Sullair’s future growth path.

•     The first layer is after-sales and lifecycle services, which form the bedrock of stable, long-term growth.

•     The second layer is standard product offerings, which generate economies of scale and meet broad market demand.

•     The third layer is high-end customized solutions, designed for major projects and differentiated needs, bringing incremental growth and industry impact. 

“A company’s business portfolio should not rely on occasional big orders. It should resemble a pyramid—firmly grounded at the base and rising step by step.” He illustrated this with a vivid analogy—showing his keen sensitivity to risk and his emphasis on long-term, sustainable growth. 

Turning to competition, Mr. Kanazawa pointed to the distinct dynamics of the Chinese market. The rapid rise of local brands has significantly reshaped the competitive landscape. For multinational companies, competing primarily on price will only lead to disadvantages. Price wars are not a long-term solution. Only a value-driven approach can take us further in the long run. The strengths of IHI-Sullair lie in system efficiency, engineering capability, and our lifecycle service network. “Customers are not simply buying a machine—they are investing in long-term value.”

Delivering equipment is not the end of a deal, but the start of a long-term relationship. “The moment of delivery marks the true starting point of partnership with our customers.” Through this lens, he envisions IHI-Sullair’s differentiated path in China—not just as a manufacturer, but as a trusted value partner. 

People-Oriented Management and Corporate Culture

On internal management, Mr. Kanazawa was unequivocal: people are the company’s most valuable asset. He recalled a phrase that left a strong impression on him:“Quality issues lose customer trust, cost issues lose profit, but people issues lose everything.”

He believes that only people can drive progress, and management’s role is to unleash their potential. For this reason, he shared several guiding principles:

• Communication must be transparent to avoid misunderstandings;
• Different opinions must be respected, even if they diverge from your views;
• Active problem-solving should be encouraged by the change of mindset from ‘No, because…’ to ‘Yes, but…’;
• Employees should be freed from trivial tasks so they can devote more time to long-term value creation.

Mr. Kanazawa cautioned that while organizational stability is a strength, it can also breed complacency. Past success deserves respect, but it should never be mistaken for a guarantee of the future in a rapidly changing market. Corporate culture must remain open and inclusive to allow the company to keep evolving. 

“We shouldn’t get too comfortable with past successes. The only way to keep moving forward is to stay open, recognize what we’ve achieved, and still be willing to break old patterns.” 

In his communications with employees, he also encouraged an open atmosphere and welcomed new approaches. He even stated with candor: “If one day you find my words and actions inconsistent, please do not hesitate to point it out.” Such honesty, he believes, should set the tone for IHI-Sullair’s organizational culture. 

Customer Value and Long-Term Partnerships

In Mr. Kanazawa’s strategic vision, customer value always sits at the center. He underlined that the essence of customer relationships lies in long-term collaboration rather than one-off transactions. 

“We must understand our customers’ KPIs and pain points. What we deliver is not just equipment, but comprehensive solutions that help them improve efficiency and reduce risk.” 

He explained that IHI-Sullair is moving from “making products” to “creating value”. This transformation extends beyond product performance to service philosophy and cooperation models. Mr. Kanazawa particularly emphasized the role of the after-market service team, who often spend extended periods on customer sites. These frontline engineers not only solve operational issues but also bring back valuable insights about customer needs into IHI-Sullair, helping us to shape differentiated advantages and build long-term trust from our customers.

For him, partnership extends beyond customers to include business partners and distributors. Mr. Kanazawa believes that genuine partnership is built on two-way interaction, where both sides take responsibility and remain willing to adapt in order to achieve mutual success. “The value of partnership lies in mutual support, not one-sided dependence.” He summarized. 

Through this philosophy, IHI-Sullair defines its future position—not merely as a compressor manufacturer, but as a trusted long-term partner to its customers. 

From his first impressions and strategic direction, to business structure and competition; from his people-centered management philosophy, to his deep understanding of customer relationships— Mr. Kanazawa shows the clear vision and pragmatic mindset of an experienced leader. 

“Change”, “People” and “Value” are the recurring themes he stresses. These are not only responses to current challenges but also commitments for the future. Under his leadership, IHI-Sullair will continue to deepen its presence in China, pursuing sustainable growth with a balanced business structure, differentiated competitive advantages, and an open corporate culture—steadily advancing toward the goals of “Vision 2030.”