This is what I read over time during the rest of the Heisei→Reiwa period. The author, who has been working on corporate revitalization for 15 years, put together the methodology as a business restructuring contractor (turnaround manager). The following is a summary.
The goals of "slow companies" and "dull companies" should be "excellent companies" with established problem-solving mechanisms. Corporate transformation needs to be achieved in a year or two.
There are three factors that produce excellent results
1. Performance-oriented, yet highly transparent, with an open corporate culture for customers.
2. Has an advantage in daily operations.
3. Has the ability to solve problems as an organization that can respond to changes in the environment.
The formulation of a corporate transformation program begins with a corporate diagnosis and setting the direction for transformation. From there, we will put in concrete measures, decide the implementation priority, and design the contents.
First of all, the method of designing a corporate transformation program is to draw a blueprint for overall transformation, and decide what kind of timing and system to carry out the measures.
In order to draw a blueprint, it is necessary to diagnose a company based on the following three requirements.
1st requirement "Performance improvement task list"
In order to improve quantitative and qualitative performance, necessary tasks are extracted as a measure candidate list. For issues, we will quantitatively identify improvement tasks such as strategies, operations, and inventory of organizations. Qualitative work includes improving corporate behavior and behavior.
Second requirement "Change leadership"
In poor companies, there is almost always a problem with leadership. We must firmly identify the capabilities and thinking of the human resources in the upper management of the organization.
For people who can take leadership, it is also important to understand how they can move towards reform.
Third Requirement "Energy of Change"
In order to transform a company, it is necessary to continue to implement various measures in a couple of years, to wipe out the vicious circle and the inertia of the past, and to use all the energy to become healthy.
After a company's diagnosis, the direction of change will be created, and there are three points to consider. It's still a blueprint at this stage, so we'll get into the details later.
1st viewpoint "Transformation 4 Requirements management"
There are generally four requirements for successful transformation.
"A sense of crisis," "aim and direction," "leader," and "consistent approach" are important.
The second viewpoint "reform mechanism"
After understanding the nature of the issue, we will understand the abilities and styles of the leaders and members who will tackle the issue, and design the “system under which the transformation program will be implemented”.
Third Perspective “Specific Measures for Change”
It refers to dividing the direction of concrete measures for corporate transformation into two aspects, quantitative and qualitative. As a quantitative aspect, we will capture the performance goals we should aim for and measures to achieve them as a set. Examples of qualitative aspects include human resource development systems such as personnel systems and educational programs.
The most important aspect of corporate transformation is the first six months of functioning problem-solving governance and developing a transformation program at the same time.