Ayumi Mizutani and Chen Fangfang

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Japan, NUS EMBA (Class of 2023)

Ayumi Mizutani

Director of Country Development

BASF

China, NUS EMBA (Class of 2024)

Chen Fangfang

Business Marketing Manager

Hospital Patient Monitoring & Clinical Data System, APAC

Creating impact through mentorships: Ayumi Mizutani and Chen Fangfang (Class of ’23 and ’24)

Our NUS EMBA alumni Chen Fangfang (Class of ‘24) and Ayumi Mizutani (Class of ‘23) are not only making strides in their own careers but also actively uplifting the next generation of female leaders. Their approach? Mentorship programmes and initiatives.

How? Through mentorship programmes and initiatives.

These two remarkable women have committed themselves to supporting and guiding younger women in their professional journeys. Whether it’s offering career advice, sharing industry insights, or simply providing a source of encouragement, Chen and Ayumi are dedicated to empowering women in their organizations.

In this article, we’ll explore how Chen Fangfang and Ayumi Mizutani are shaping the future of female leadership.

Based in Tokyo, Ayumi is the Director of Country Development at German-headquartered chemicals company BASF.

What were some knowledge or skills that you gained in the EMBA that directly helped your current role?
The most valuable thing I have learned is self confidence. In the programme, we learned about strategy, leadership and communication, sustainability and finance, and more – and it was through the process of gaining these knowledge that I acquired more confidence.

In Japan, society places a strong emphasis on seniority. I need to attend a lot of customer-facing meetings, and most of them are senior gentlemen. But even so, I do not shy away from expressing my opinions confidently.

Personally, were there any challenges that you had to overcome as a woman in your industry?
When I initially joined the company, I felt overwhelmed by the demands of my new role and the steep learning curve. But I was determined to demonstrate my capabilities. Unfortunately, there were instances where I sensed that some colleagues did not view me as an equal, possibly due to my gender or age. It shows in their body language.

So I developed a strategy to tackle this. I made sure to prepare for tough questions and found ways to shift the atmosphere in my favor. I was always ready not just for the main topic but also for any side discussions that might arise. Interestingly, I realized I seemed to make a fresh impression. They weren’t used to seeing women who were as open and assertive as I was. This experience has shown me the importance of challenging outdated mindsets so I can pave the way for future generations.

In your opinion, what more can your organization or industry do to empower women?

I think it takes time to move an entire industry. But on a personal level, I can do my part too. For example, I actively advocate for my female staff who aspire to move up the ladder, and provide coaching to female colleagues, both within my team and beyond. While I also coach male colleagues, I’ve observed a growing trend of female colleagues seeking mentorship from me. I see this as a meaningful way to contribute to fostering gender equality in the workplace.

Is this an official coaching programme at BASF?
In the Japan arm of BASF, there isn’t an official coaching programme, but we took the initiative to start one ourselves. I’ve recommended to HR that we formalize the mentoring programme, but as is often the case, these things take time. However, we didn’t want to wait, so we’ve already begun and are actively running the programme.

Based in Singapore, Fangfang is the Business Marketing Manager of Hospital Patient Monitoring & Clinical Data System, APAC at Philips.

What have you gained from the connections that you made during the EMBA programme?
I had an extremely diverse group of classmates. Several were from the healthcare industry like myself, so it was especially beneficial. We were able to discuss industry trends and share insights using a common language we all understand.

One particularly impactful module for me was on coaching. Inspired by this, a few female classmates and I established our own EMBA coaching group. We meet every two weeks to discuss challenges, share best practices, and provide updates on both our personal and professional lives. This has been a valuable forum for exchanging ideas and supporting each other’s growth.

What do you think the industry or your organization can do more to empower women?
My company Philips has been doing quite well in this aspect. We have something called the EmpowHER Circles Mentoring Programme, which pairs senior leaders with women to develop their career paths through mentoring and peer coaching. Last year, I was a mentor to three young ladies.

How did you find the experience?
They were really receptive. Initially, we had a group introduction session, but understandably, some felt shy about sharing openly in that setting. They were more comfortable reaching out to me individually. In these one-on-one sessions, they were more willing to discuss work-related challenges, seek career guidance, and explore strategies for work-life balance.

The trust developed in these individual sessions was particularly strong, likely because we are based in different countries, with participants from Singapore, China, and India. This geographical and cultural distance seemed to encourage a greater sense of openness and trust, which might not have been as strong if we were in the same country or team.

Were there any cultural differences that may be a bit hard to navigate?
Having worked in various countries, I’ve developed a deep understanding of different cultural norms. For instance, when talking to American colleagues, I know that directness is generally appreciated, especially when there’s a foundation of trust. But when communicating with more conservative cultures, like colleagues from Southern India, it’s crucial to respect and understand these cultural nuances.

In coaching, the approach needs to be tailored based on the individual’s cultural background, their exposure to different cultures, educational background, and career stage. By considering these factors, we can provide more meaningful and relevant guidance.

What advice would you offer to women who are considering pursuing an MBA but have reservations?
Women, especially in Asia, are often expected to play supporting roles at home. However, it’s essential to prioritize your own aspirations and career goals. Investing in yourself not only benefits you but also sets a positive example for your family. As women, we are individuals with our own ambitions, and it’s crucial to pursue them while also fulfilling our familial responsibilities.