On April 1, 2025, Panasonic Holdings Corporation (PHD) introduced the position of Group Regional Head for North America to strengthen Panasonic Group’s management base and external relations functions in the United States, an important market that is home to Group businesses with outstanding growth and profitability potential, such as Panasonic Avionics and Hussmann, as well as businesses that are the focus of significant investment, including the automotive battery business and supply chain management specialist Blue Yonder.
The same day, Megan Myungwon Lee—who has been and continues to serve as President of Panasonic Operational Excellence North America and Chairperson and CEO of Panasonic Corporation of North America (PNA)—became an executive officer of PHD. Megan, who is responsible for governance and external relations in the North America region, also assumed the role of Group Regional Head for North America.
Megan discusses what she hopes to achieve in this new role, her expectations for strengthening diversity within the management team, and her focus areas and work philosophy.
As the newly appointed Executive Officer, Group Regional Head for North America, what are your aspirations for this role?
I am truly humbled to have been made an executive officer and appointed Group Regional Head for North America. Panasonic has been investing heavily in the North America market over the past several years, so I believe the decision reflects both recognition of and expectations for the region.
It’s exciting not just to be part of the growth taking place in North America, but also to be in a position where I can help make sure that these investments are protected and that growth continues as planned.
Based on your long-standing leadership experience in the region, could you please explain the characteristics and significance of the North America business from Panasonic Group’s perspective?
The year ahead will be one of transformation for the Panasonic Group. North America is performing well in some areas, but there is still plenty of room for growth. For example, I believe that we have the opportunity to explore how technologies and ideas from North America can contribute to Panasonic’s top and bottom lines globally.
Every transformation is a challenge, and I think it’s important to remind ourselves that while every challenge may involve the risk of failure, it also offers potential for success. My perspective on transformation can be explained by my favorite quote: “Replace your fear of the unknown with curiosity—it opens the door to endless possibilities and growth.”
As you lead the team in your new roles, how do you perceive the responsibilities of this position? How do you plan to leverage your career and expertise in this new role?
I understand that I’m expected to focus not only on the North America business but also to contribute global perspectives and ideas to the broader Group. As an American citizen, I believe the United States—with its people and market—can bring unique value to other regions, including Japan.
I hope to help create positive synergies by working collaboratively with others. Leading with a mindset of gratitude, cooperation, and adaptability is not a traditional leadership style—but I believe it’s a more evolved, modern one. The idea behind “empathetic” or “people-first leadership” is that a leader is most effective when they focus on creating an environment in which their team or organization can thrive.
I believe that people-first leadership is essential for navigating today’s complex and fast-changing environment—especially when we are working with teams of diverse talent who offer multi-faceted perspectives. This contrasts with more traditional hierarchical or charismatic styles.
With your upcoming appointment, how do you see your role in fostering a culture on the PHD executive team where diverse perspectives actively shape decisions and strategy?
I feel fortunate to be a student of Panasonic founder Konosuke Matsushita’s leadership philosophy. He once said, “A company is its people. (事業は人なり),” and I couldn’t agree more. I firmly believe that we do our best work, and derive the most enjoyment from the work we do, when people act with integrity and passion—for the business, for society, and for each other. The most important aspect of my role as a leader is to help create an environment that makes this possible.
I believe I am the only non-Japanese member of the PHD executive team. So my first order of business will be to work hard to understand the context—how the team operates, both individually and collectively. I look forward to learning and adapting.
At the same time, I’ll do my best to contribute my own ideas and perspectives. I like the Japanese term 切磋琢磨 (sessa takuma), which loosely translates as “respectfully challenge and grow together.” In English, I’d say “respectfully disagree and explain why.” Open and honest exchange is not simply the key to innovation—it also makes collaboration fun.
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