Yoshinobu Kosugi, Advisor to Nippon Television Network Corporation

"It's interesting even before you see it" - The altruistic spirit behind the hit

Yoshinobu Kosugi, Advisor, Nippon Television Network Corporation

■ Profile
Born in Toyama Prefecture in 1954. Childhood friends with Rakugo performer Tatekawa Shinosuke. Graduated from Hitotsubashi University.　
Joined Nippon Television in 1976 and was assigned to the production department. Engaged in program production for 22 years.
1998 - Served as Programming Director, Sales Director, Sales Director, and Programming Director
2009-Present: President and CEO of NTV AXON
2011 - After returning to Japan, he became a director, managing director, senior managing director, and vice president.　　
2019-Present: President and CEO
2022: Retires as Representative Director
Currently serves as an outside director and advisor to several companies.

During his student days, he watched 200 movies a year and honed his interpersonal skills through rakugo and mahjong. After joining Nippon Television, he produced hit dramas such as "The Kindaichi Case Files" and reformed "24 Hour Television."
What is the creation of content that is "interesting even before watching"? What is the leadership theory that can be learned from the "Tateyama Federation"? Mr. Nippon Television speaks and gives a warm encouragement to students.

I spent my student days hanging around. However, I somehow had a desire to work at a television station, so I was more committed to watching movies than anyone else. 200 movies a year, about 600 in three years. I watched as many movies as I could, taking advantage of triple features and all-night screenings. I would watch movies alone, envious of the university students from the city who came to the cinema in groups, bringing their own packed lunches. Whenever I did so, I would always record my impressions and the cuts in a notebook. I constantly analyzed the director's intentions in my own way.
I also joined a rakugo study group for two years to overcome my stage fright, and I also became absorbed in mahjong as a substitute for games and to build up my network.
During my job search, Nippon Television was my first choice, as the first commercial broadcasting station to open in my hometown of Toyama Prefecture was affiliated with Nippon Television. When I was asked to "try doing rakugo" during an interview, I was able to respond without hesitation, jokingly saying "I'll do it on the day of my company's entrance ceremony," thanks to the experience I had as a student.

■ Overcoming the idea that the work is the most important thing

After joining the company, I was assigned to the variety team, but my days were far from a glittering world. At the time, there was no concept of harassment, and I did some crazy things that my seniors called "entrance tests." But I saw it as training, and rather enjoyed it. Being able to respond with a joke in any situation, being able to read the mood of the room... It was during this time that I was thoroughly instilled with the spirit of variety and a strong mentality.
After 18 years of experience in variety shows, I was transferred to the drama team. At the time, the drama team was "production-oriented," and even if the ratings were low, there was an atmosphere of licking one's wounds, with viewers saying, "It's the viewers' fault for not understanding the quality of the show."　
I declared that I wanted to do away with that atmosphere and create dramas that would make viewers excited and thrilled. My goal was to create shows that were "interesting before you even watch." Of course, the content had to be interesting. What's important is to make viewers think "this looks interesting" before they even watch. The success or failure is decided at the casting and planning stages. Based on this policy, we produced shows such as "The Kindaichi Case Files," which consistently achieved household viewer ratings of over 20%.

■ The importance of reforms and initiatives for 24-Hour TV

The most notable example of the idea of ​​"it's interesting even before you watch it" was the reform of "24 Hour Television." At the time, the program had been running for 15 years, and its viewership ratings had slumped to 7%. When I saw the budget, which was more than 10 times that of the programs I had worked on up until then, I felt daunted. However, I was asked to take on the challenge precisely because it was something I had no experience with, so I came up with a plan to attract the attention of people who had no interest in charity at all.
That was the decision to hire Downtown. At the time, they had an image of being far removed from charity work, so we decided to have them wear yellow T-shirts and add the catchphrase "It's a charity." We were confident that if we could pull this off, it would be a success. The interest of people wondering "What is Downtown doing?" brought people who don't normally watch charity shows in front of their TVs.
By making the show completely different from previous shows, the viewership recovered to over 17%. Rather than a charity show for charity's sake, the show ultimately expanded the circle of charity. This spirit is still applied to the production of the show today.
The kind of people I want to work with are those who have this kind of "planning." They try to create something from nothing. Even if it's difficult, they rearrange what already exists to create completely new value. Even when a project is underway, I want to work with people who can stop and rearrange things, and come up with ways to surprise people.

■Be altruistic, not selfish. Learning organizational theory from the Tateyama Federation

What I value most in my work is being altruistic rather than selfish. I don't want to work with people who just want to take credit for their accomplishments, but rather with people who are willing to put in the effort for the team and for others.
This way of thinking is also reflected in the "Tateyama Federation" in my hometown. In fact, there is no mountain called "Tateyama" in the Tateyama Federation. It is a collective name for three peaks: Oyama, Onanukiyama, and Fujinooritate. What's interesting is that Onanukiyama (3015m) is higher than the main peak, Oyama (3003m),
I was surprised that the main peak wasn't the highest, but then one mountain guide told me, "A mountain is not only noble because it is high," and I was taken aback.
This is similar to my own management style. I have no ambition for success, and I'm not a charismatic person. That's why I create an environment where subordinates who are more talented than me can demonstrate their abilities, and the whole team can start working towards their goals. Currently, I work as an advisor, nurturing young people and participating in alumni association activities, and this is also my way of practicing kindness to others, with the aim of showing my love for Nippon Television and giving back.

■Message to university students

There are two things I want to convey to you. The first is that what's important isn't "what you know," but "who you know." In an age where knowledge and information can be quickly looked up using AI, nothing can replace trustworthy connections and human connections that are willing to help each other out when you're in trouble. Cherishing your connections with high-quality, respectable people will definitely help you in your work and life.
The second is a quote from the legendary ice hockey player Wayne Gretzky: "You miss 100% of the shots you don't take." If you don't take the shot, it will never go in. Rather than worrying about failure and missing the target, try to have a "plan" and keep shooting fearlessly, without forgetting the spirit of "altruism."

Student Newspaper Online December 9, 2026 Interview by Yuina Yamamoto, 3rd year student at Keio University

Keio University third-year student Yamamoto Yuina / Tokyo University of Pharmacy and Life Sciences third-year student Shoji Haruna / Showa Women's University second-year student Abe Rurika / Musashino University third-year student Yoshimatsu Akina / Waseda University second-year student Nakazawa Kyohei