A powerful panel at YourStory TechSparks 2025, which included senior executives from  leading Japanese businesses, talked about how India’s talented and flexible workforce  is crucially influencing the next wave of global innovation. For Indian engineers and innovators, Japan has become an intriguing career destination due to the increasingly  borderless nature of the professional world. It offers not just growth chances but also  stability, purpose, and long-term learning. 

The Reasons Behind Japan’s Interest in India 

These days, Japanese businesses are working with Indian teams to collaborate, co build, and innovate rather than just address technical shortages. Organizations in Japan  are actively hiring young Indian experts who bring speed, innovation, and problem solving skills, from deeptech companies to fintech innovators. 

During the panel “The global career code: Why Japan is betting on Indian minds,” which  was organized as part of the India–Japan Talent Bridge program, this sentiment was  highlighted. The debate was hosted by Takahisa Ohira, Head of Asia Region, Deloitte  Tohmatsu Venture Support, and featured Mayur Shah (Suzuki R&D Center India), Vivek  Gokhale (Money Forward India), and Tsuyoshi Morimoto (Denso International India). 

Individual Experiences That Show a Greater Change 

Mayur Shah began the conversation by sharing his own story, which started almost  thirty years ago. “I wrote my thesis in Japanese in 1994–1995,” he recalled, a choice that  influenced his entire professional path. For Shah, Japan was a place of common  possibility and innovative potential rather than a foreign country.

His background in venture capital, investment banking, IT research, and now  automotive R&D at Suzuki demonstrates the variety and breadth of employment options  available in Japan. He claims that the combination of Japan’s engineering accuracy and  India’s youthful labor force can produce high-impact innovation. 

Changing topics, Vivek Gokhale described how the Japanese financial behemoth Money  Forward increased the size of its global workforce by hiring talented engineers from  India. Collaboration between India and Japan is easy because English is the internal  development language and top universities like IITs hire people worldwide. 

India as a Key Center for New Product Development 

Tsuyoshi Morimoto discussed Denso’s transition from traditional Japan-first product  development to innovation driven by India. Four of the five applications in Denso’s  Solver program are fully developed in India, demonstrating the company’s strong faith in the country’s engineering capabilities. 

This is ownership, not outsourcing. Indian teams are now in charge of product  architecture, quality assurance, and strategic decision-making, which reflects a  significant change in the way Japanese businesses perceive talent. 

Innovation via Collaborative Learning and Cultural Immersion Japan’s methodical yet empowering approach to talent development was a recurrent  topic. To establish a foundation of trust, technical alignment, and cultural awareness,  Suzuki immerses incoming engineers in Japan for three months. This interchange  speeds up delivery cycles across marketplaces and improves cooperation. 

Additionally, Suzuki provides scalability, coaching, and market access to Indian  companies in the logistics, defense, warehousing, and precision agricultural sectors.  Collaboration ensues if a startup is able to integrate on Suzuki’s platform. Growing  talent and technology on both sides of the bridge is the straightforward objective. 

Similar models are used by Money Forward and Denso, where teams collaborate on  product development, gather factory data, and apply Japanese quality standards to  international solutions. Innovation supported by discipline is the outcome. 

Conclusion 

Beyond abilities, cultural fit is quite valuable. Shah cited the Japanese learning theory  known as Shu-Ha-Ri as a roadmap for successfully navigating cross-cultural settings:  first follow, then adapt, and lastly invent. He pointed out that skipping steps causes  friction. 

According to Morimoto, long-term success in Japan is determined by quality and trust.  Gokhale continued, “Money Forward’s team culture is shaped by respect and  mindfulness, enabling high-performing global teams anchored in collaboration.”

The workshop concluded with a potent statement: Japan is providing a platform for  international careers, not simply jobs. Indian professionals are in a unique position to  spearhead the next phase of Indo-Japanese cooperation through organized learning,  cultural interchange, and common innovation objectives.