Hiroaki Miyahara, President and Representative Director, Gakken Holdings Co., Ltd.

2026.08.13

Forging your own path and creating something from nothing.

■ Profile
Born in 1959 in Kure City, Hiroshima Prefecture. After graduating from the National Defense Academy, he worked for a trading company before joining Gakken Co., Ltd. (now Gakken Holdings Co., Ltd.) in 1986. He served as General Manager of the Gakken Classroom Business Division, Executive Officer, and Director, and in 2009 became a Director of Gakken Holdings (hereinafter HD). After concurrently serving as President and Representative Director of Gakken Juku HD, Gakken Educational, and Gakken Educational Publishing, he became President and Representative Director of Gakken HD in December 2010.

Hiroaki Miyahara, President and CEO of Gakken Holdings Co., Ltd. (hereinafter referred to as Gakken), led the company to a V-shaped recovery by expanding its business from education to medical and welfare services. We interviewed him about his experiences and knowledge at the National Defense Academy, the career he forged himself, and Gakken's corporate culture of "creating something from nothing," as well as his thoughts on management and future prospects.

At the National Defense Academy, there were far more classes and training sessions compared to regular universities, and I spent four incredibly intense years there, feeling like I was getting eight years' worth of experience. The lights were turned off at 10 PM, so I couldn't study in my room; I studied in the bathroom or by the moonlight during full moons. I also intensively studied marketing and organizational theory classes, and read about 1000 books of literary fiction during those four years. Thanks to my hard work studying during my student days, I didn't have too much trouble after joining a private company, and I think I was able to approach my work while feeling a connection between the organizational management I learned at the National Defense Academy and the management of a private company.

■ Commitment to "making your own decisions"

After graduating from the National Defense Academy, I ended up considering a career in the private sector, which was different from what I had originally planned. A teacher at school introduced me to a prominent company and offered me very fortunate opportunities, such as obtaining an MBA and working overseas. However, I strongly desired to decide my own career path rather than having someone else arrange it for me, so I declined the offer.
I searched for a job by repeatedly checking job listings at the public employment office and in newspapers, and eventually found employment at a trading company. After joining the trading company, I worked in the United States for several years, performed well at work, and significantly increased sales. However, even though the numbers were improving, I didn't feel a sense of accomplishment, and I began to feel that "this kind of work isn't for me." So, I decided I wanted to work in the education or medical industry, and I made the decision to change careers to the education industry.

■ Beliefs as a "man who doesn't run away"

At the time, I applied to Gakken, which was a top company in education. Initially, I wanted to work in editing, but I was assigned to sales. It wasn't a full-time position, but a location-limited position, but I continued to have the desire to work in education, so after joining the company, I dedicated myself to sales work and consistently achieved high results.
Later, during a difficult period for the company's performance, the former president asked me to take over as president. When I asked why me, he said, "Because you're the only man who won't run away." At the National Defense Academy, I learned how to "survive" even in difficult situations. I believe I was chosen because, precisely because the company was in a tough situation, they wanted me to take on the responsibility of turning it around.
When I took over as president, the company's sales had fallen from a peak of approximately 1,700 billion yen to about 780 billion yen. However, we have now recovered to a scale approaching 2,000 billion yen, achieving a true V-shaped recovery. What proved useful at that time was the knowledge of organizational theory and marketing that I learned at the National Defense Academy. I read management books and other materials after becoming a working adult, but I believe that it was the knowledge I learned in university that formed the foundation for me to devise a strategy to turn the company around.
I also believe that the diligence of our employees is a reason for our V-shaped recovery. Each employee is dedicated to their work, and a culture of "creating something from nothing" is deeply rooted in the company. It was because of this that the entire company was able to overcome the difficulties.

■ Gakken's strength: "Staying close to people"

The Gakken Group operates educational businesses such as publishing and cram schools/classrooms, as well as medical and welfare businesses including senior housing, nursing care, and nursing. What makes Gakken appealing is that it focuses on the people who actually use its products and services, and creates products and services for them. For example, while many companies create products for children that prioritize the needs of the paying parents, Gakken's top priority is ensuring that children can grow up happily, vibrantly, and freely, experiencing surprise, joy, and discovery. Furthermore, in its medical and welfare businesses, Gakken aims to create a society where each individual can live with dignity and enjoy a happy and secure life until the very end.
Gakken's entry into the medical and welfare business stemmed from a sense of crisis regarding the future, specifically the shrinking education market due to the declining birthrate. They felt it necessary to venture into new businesses, not only in education but also in anticipation of the increasing elderly population, and thus officially launched their medical and welfare business in 2003.
I believe the reason this business has grown is because of the culture of "creating something from nothing" that Gakken has cherished since its founding. In addition, the trust associated with "Gakken as an educational company" has given a sense of security not only to users but also to our employees, and has become a reason why people choose Gakken.
Furthermore, we aim to maintain a 50/50 split between our education business and our medical/welfare business, consciously pursuing diversified management that avoids over-reliance on a single business.

■ A challenge with an eye on the future

I believe it's important to think about company management from a medium- to long-term perspective, rather than a short-term one. Just as we've experienced the contraction of the education market due to the declining birthrate, the elderly population will also decrease in the future. Therefore, I want to establish a system in our medical and welfare business that can adapt to future changes by around 2030. I also believe it's important to manage the business while maintaining a balance between education and medical/welfare services, rather than relying on a single business. Looking beyond that, I want to expand not only domestically but also internationally, and eventually aim for a 50:50 ratio of domestic to international business.

■Message to university students

I believe that the four years of university life are a precious time to invest in yourself. You can study things that will be useful in your job even after you become a working adult, but only as a student can you freely and wholeheartedly learn things that you don't know if they will be useful in the future. That's why I want you to not neglect your studies and acquire a wide range of knowledge. Also, if you're going to take on a part-time job, try to choose one that will help you develop social skills, communication abilities, and things that will be useful in your future, as you may gain new knowledge and perspectives. I hope that you will dedicate yourself to your studies and pursue your dreams during your student years, and then, once you become a working adult, live a life where you boldly challenge yourself to achieve those dreams.

Interview conducted by Student Newspaper Online on July 17, 2026: Ichika Morigaki, 3rd year student at Kobe City University of Foreign Studies

Hinano Shinoda (3rd year, Tokyo Kasei University) / Kenhiko Yamada (1st year, Hosei University) / Ichika Morigaki (3rd year, Kobe University of Foreign Studies) / Yurie Watanabe (3rd year, Josai International University) / Momofuku Kano (2nd year, Kaetsu Ariake Junior High School) / Reina Inomoto (1st year, Kyoto University of the Arts) / Risa Ukita (3rd year, Tokyo Women's University) / Sakura Yamashita (4th year, Tsuda University)