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[Column] ➃-➂ Small and medium-sized enterprise presidents are judgmental and outspoken.

[Column] ➃-➂ Small and medium-sized enterprise presidents are judgmental and outspoken.

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■Business leaders value perseverance and the basics They are persistently vocal. Whenever they see their employees, they repeatedly discuss fundamental matters. - Keep promises to customers - Greet properly - Do not cause trouble for others - Keep time, and the list goes on. They constantly consider the balance of being a reasonable person, which makes them particular about etiquette and morals, and they absolutely hate being lied to or promises being broken. ■Business leaders are people who judge black and white Small and medium-sized enterprise leaders have developed their own coping mechanisms. They do not view struggles as struggles, train themselves to not show it, learn ways to alleviate feelings of loneliness, and have ingrained the ability to accept both good and bad. Business leaders are those who make black-and-white judgments. However, there are also gray areas where it is better not to make a judgment or where judgment cannot be made. Various things happen. Even if they understand intellectually, there are many things they do not want to accept emotionally. At such times, they may resort to drinking to vent. If they always rely on alcohol, it will harm their health. Therefore, they learn to navigate life naturally.

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Human resource foundation strength <Showing work standards is the standard of education in the 21st century>

Human resource foundation strength <Showing work standards is the standard of education in the 21st century>

WHY is more important than WHAT and HOW! A crucial perspective for improving practical work skills.

We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Level Up (Human Resource Foundation Strength)." We will assess the necessary environment and systems for developing human resources, as well as practical methods for employee development, and propose the required systems. To make it easier to teach work, it is essential to break down the tasks. Breaking down work means understanding the types of tasks and clarifying the means and methods of task execution. 【Basic Concepts】 ■ The foundation of human resource development is the three types of growth. ■ A manual for developing human resources to a certain level within a specified period. ■ Showing the standards of work is the benchmark for education in the 21st century. *For more details, please download the PDF or feel free to contact us.

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Organizational Work Capability <21st Century Team Management Style>

Organizational Work Capability <21st Century Team Management Style>

The style of managing the team with all members involved is shared management!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will check the current rules, standards, and systems necessary for a company to operate as an organization, rather than as a sole proprietorship, and make proposals accordingly. In a mature society where work is becoming more complex, all employees working within an organization are required to perform two types of work: operational tasks on the ground and team management. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on-site in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

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Building and practicing the fundamental actions to motivate people and teams.

Building and practicing the fundamental actions to motivate people and teams.

The basic action to align value judgment criteria on-site! A fundamental environment for creating a good company and team.

We would like to introduce our consulting theme, "Building and Practicing the Fundamental Actions that Move People and Teams." Understanding the fundamental actions in business will be conducted in a study group style. We provide know-how to help foreign workers understand as well. We will pattern the methods of fundamental actions that instill the company's unique values, aiming to enhance on-site capabilities. 【Implementation Themes】 ■ Understanding the fundamental actions necessary on-site (creating and understanding a common language) ■ Creating and operating company- and department-specific fundamental actions ■ Creating and operating fundamental actions for each site linked to the annual management plan ■ Promoting the establishment of fundamental actions *For more details, please download the PDF or feel free to contact us.

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The Golden Rule System for Creating Team Performance

The Golden Rule System for Creating Team Performance

Just having a philosophy is not enough to achieve results! The minimum necessary system for small and medium-sized enterprises to create performance.

We would like to introduce our consulting theme, "The Golden Rule System for Creating Team Performance." As a team, it is essential to monitor the differences in performance against goals every quarter and to consider and implement the performance determinants that will bridge those gaps. This is the key to building performance. To improve performance, it is crucial to thoroughly understand the five points: departmental policies, product strategies, tactics, combat, and environmental maintenance, and to systematize them in a way that suits your company. 【Implementation Themes】 ■ Formulation and operation of departmental policies ■ Formulation and operation of product strategies ■ Formulation and operation of tactics ■ Formulation and operation of combat ■ Formulation and operation of environmental maintenance *For more details, please download the PDF or feel free to contact us.

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Creating interdepartmental coordination functions to secure profits.

Creating interdepartmental coordination functions to secure profits.

As the company grows, the first step is to standardize the criteria for value judgment within the department and to standardize operations!

We would like to introduce our consulting theme, "Creating Interdepartmental Coordination Functions to Secure Profits." We will establish the basic cycle of our work and define the roles and values of each department. Additionally, we will set points of collaboration between departments. By defining the roles and values of each department based on the basic work cycle, the scope of work for each department will become clear, creating an environment conducive to organizational management. 【Implementation Themes】 ■ Explanation of the basic work cycle ■ Discussion and decision on the basic work cycle ■ Examination and decision on the draft roles and values of each department ■ Discussion and decision on points of interdepartmental collaboration *For more details, please download the PDF or feel free to contact us.

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Master's Perspective ② Unique Techniques for Creating Weapons to Fight

Master's Perspective ② Unique Techniques for Creating Weapons to Fight

We explain the fundamental concepts of strategies for growing a company (future breakthrough power) through three themes. Please use this as a reference.

We would like to introduce the perspective of our Meister: "Unique technology for creating weapons to fight." Simply providing existing products using existing methods in existing markets will inevitably lead to a decrease in sales, a decline in gross profit margins, and no profits. ● What would happen if Toyota no longer produced cars? ● What would happen if Nippon Steel no longer produced steel? In 2003, Fujifilm's President Komori instilled a strong sense of crisis in executives and shifted the focus towards nurturing new growth businesses. This marked the beginning of Fujifilm's two-year transformation of its business structure, referred to as "the greatest escape from the existing decline disease." *For more details, please download the PDF or contact us.

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

I would like to introduce a column article.

■Growth Trajectory from Expansion Growth Phase As we enter the expansion growth phase and aim to become a 10 billion company, we transition into the enhancement growth phase. The enhancement growth phase is characterized by a system that enables us to aim for a 10 billion company through multifaceted development and the introduction of multifunctionality. To surpass 5 billion and aim for 10 billion, it is crucial to expand the content of our multifaceted development and multifunctionality. Enhancement means "to broaden and enrich the content." Without enriching this content, we cannot become a 10 billion company. The growth speed of a company is certainly faster than that of individuals. However, the key is how to eliminate this speed difference. During this period, we must shed the "management style of the king and the pawn" and give birth to "executive managers." The growth trajectory of small and medium-sized enterprises is from the birth phase to the enhancement growth phase. ■A Good Company is One that Continues to Prosper Your company may have dreams and visions such as "I want to surpass 1 billion," "I want to surpass 3 billion," or "I want to surpass 5 billion." On the other hand, it is also a valid perspective to say that our company is fine at 700 million. A company is not considered good simply because it is large, nor is it bad because it is small. A good company is one that continues to prosper.

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[Column] The Density of Interaction Between the President and Employees is a Factor in Company Growth

[Column] The Density of Interaction Between the President and Employees is a Factor in Company Growth

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Through 30 years of management consulting activities, I have discovered several absolute laws necessary for company management, one of which is that companies where the president spends a lot of one-on-one time with employees will definitely grow. One-on-one interaction with employees means personal interviews, discussions about sales and field trends, and educational initiatives from the president. Recently, I had the opportunity to attend a management plan presentation for a certain company. When they first started holding these presentations 16 years ago, the company had 60 employees, and it has now grown to 250 employees. This time, the presentation was held at the same venue as 16 years ago, returning to the original point. Sixteen years ago, the president was the sole focus, managing like a king and a pawn. In this presentation, there were several main figures (executives) who confidently presented, showcasing the growth of the organization. Thanks to the efforts of the president, executives, and employees, the company has significantly grown. The president of this company also values interaction with employees, creating time for it, and holds study sessions for employees regardless of weekends. *For more details on the column, please refer to the related links. Feel free to contact us for more information.*

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[Column] Conveying the Spirit of Entrepreneurship 1: The Spirit of Entrepreneurship is Always Right

[Column] Conveying the Spirit of Entrepreneurship 1: The Spirit of Entrepreneurship is Always Right

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In the founding period of a company, there are no customers, relationships, facilities, goodwill, or employees as we know them today. In other words, starting from a situation filled with "nothing"—no people, goods, money, achievements, or trust—is a commonality of the founding period throughout history and across cultures. The only thing that one could possess during this time was a "determined rhythm" of wanting to please customers and working hard with a single-minded focus. This determination transformed into enthusiasm and sincerity, allowing the company to overcome various challenges and grow into its current form. Furthermore, companies that inherit the baton from their predecessors cherish and pass down the family teachings, business principles, and lessons that have been handed down through generations. The spirit of entrepreneurship remains correct over time, and when a company forgets this spirit, it loses its direction, leading to various management issues. The struggles and stories from the founding period are often unknown to current employees, making it very important to understand the origins that shaped the present state and content of the company. Knowing this history helps in understanding the values, corporate philosophy, and life perspectives of the management, which contributes to the unification of values as corporate and professional individuals. *For more detailed content of the column, please refer to the related links. For further inquiries, feel free to contact us.*

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[Data] Consulting that surpasses 3 billion yen in annual sales and a scale of 100 employees.

[Data] Consulting that surpasses 3 billion yen in annual sales and a scale of 100 employees.

Stage Up Consulting! Explaining the essence of achieving annual sales of 3 billion yen and surpassing 100 employees.

In this document, we introduce a consulting plan aimed at surpassing an annual sales of 3 billion yen and a workforce of 100 employees. We explain the characteristics and realities of companies with an annual sales of 3 billion yen and 100 employees, as well as the key points for overcoming challenges. Additionally, we provide an overview of organizational diagnostics and a schedule for organizational diagnostics from case study companies that have surpassed an annual sales of 3 billion yen and a workforce of 100 employees. [Contents (partial)] ■ Introduction ■ Foreword ■ Characteristics and issues of companies with sales between 3 to 5 billion yen and 100 to 200 employees ■ The essence of surpassing an annual sales of 3 billion yen and a workforce of over 100 employees ■ Three-state principle, scale, and four forces *For more details, please refer to the PDF document or feel free to contact us.

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[Column] ➃-➀ The Background of Small and Medium-Sized Enterprises' Presidents as a Race

[Column] ➃-➀ The Background of Small and Medium-Sized Enterprises' Presidents as a Race

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Can't you even do this? Don't you understand such things? How many times have small business owners felt like they were biting into a bitter bug? It takes time to bridge the gap between 'gut feeling' and 'common sense' in both mind and heart. Gut feeling refers to events in the field, while common sense is the value system shaped by the environment one grew up in. This difference troubles business owners. Many company presidents would say their natural personality is suited for a No. 2 position. However, whether they became founders by choice, became business owners out of necessity, or are second-generation successors who must take over, the fact remains that they are currently business owners. Small businesses are often disorganized entities lacking people, goods, money, and management. Yet, because they have to bring together such organizations, small business presidents become a 'common breed.' If they manage small businesses with the aforementioned characteristics for 20 or 30 years, they inevitably become a common type of small business owner.

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How to Approach Consulting

How to Approach Consulting

The process leading up to management consulting.

1. Inquiry Please fill out the necessary information in the inquiry form and submit it. 2. Meeting and Hearing - We will take time for a meeting at your company to discuss your consultation topics. - We will confirm the current status of your company, management issues, desired problem-solving images, future visions, etc. *Since our approach is hands-on, meetings at your company are the norm, but web meetings are also possible. 3. Proposal and Estimate - After the meeting, we will propose a plan to solve your company's issues. - The proposal will include the basic consulting implementation methods, contract duration, and cost estimates. 4. Conducting a Consulting Explanation Session within the Company - To promote the effectiveness of the consulting implementation, it is increasingly common to hold an explanation session before the consulting contract. - The consulting explanation session will take 60 minutes and will be conducted in person at your company (any number of participants is acceptable). 5. Contract and Start of Management Consulting - If you are satisfied with the proposal, we will proceed to contract signing. - After the contract is signed, we will promptly start the management consulting.

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Organizational Work Capability: The Critical Challenge of Organizational Management for the Growth of Small and Medium Enterprises

Organizational Work Capability: The Critical Challenge of Organizational Management for the Growth of Small and Medium Enterprises

Organizations need a common set of values to facilitate people's movement!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will confirm the current rules, standards, and operational status necessary for a company to function as an organization, rather than just a sole proprietorship, and provide our proposals. Managing an organization is not only about creating systems and frameworks but also about continuously instilling a common set of values to prevent the team from becoming stagnant. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on-site in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

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Organizational Work Ability <The Golden Rule for Creating Performance>

Organizational Work Ability <The Golden Rule for Creating Performance>

A system is needed to manage decisions within the framework of tactics!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will examine the current rules, standards, and systems necessary for a company to operate as an organization, rather than just a sole proprietorship, and provide our proposals. For medium and small enterprises, there are golden rules for creating performance, which include five key points: departmental policies, product strategies, tactics, operations, and environmental improvements. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for creating performance on-site in small and medium enterprises *For more details, please download the PDF or feel free to contact us.

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