コンサルティング・ネットワーク List of Products and Services

The related link this time is "What should management improvement start with? The priorities and four steps to rebuild a loss-making company." The theme this time is the judgment of leaders when facing a crisis. What is particularly important is to accurately grasp the current situation, identify the essence of the problem, prioritize, and take proactive measures. This is directly connected to how to promote management improvement.

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The related link this time is "Are Executives Becoming Critics? How Small Businesses Can Break Free from 'CEO Dependence'." This article explains the importance of executives themselves identifying problems, deciding on the next actions, and executing them, rather than listing reasons for inability. This aligns with the assertion that "leaders look ahead and think about how to make it possible."

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The related link this time is "Why do executives not take action during a turnaround phase? - Learning from the actions of a certain department head who turned a loss-making division into a profit within a year." This article introduces a real-life example of how a manager transformed their organization into one where superiors can make accurate decisions by ensuring that their subordinates thoroughly report and communicate necessary information. It is recommended as it directly connects to the current theme.

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The related link this time is "Companies with labor shortages suffer from wasted administrative work eating into profits - Eliminating 'searching, asking, and hoarding' for indirect business improvement." This article explains methods to eliminate waste in administrative tasks such as document organization, information sharing, and standardization of operations, thereby enhancing the quality and efficiency of work. This content is directly connected to the "fundamentals of administrative work."

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The related link this time is connected to "what needs to be organized early to avoid a sudden transfer of business succession." In particular, it relates to successors who have taken over management from the founders, possessing their own unique vision and nurturing the organization and human resources.

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The related link this time is "How successful companies conduct meetings: Organizational reforms for 'execution' that small and medium-sized enterprises should undertake." The article also states that the key points for implementing the PDCA cycle are to confirm the gap between results and goals, narrow down the causes, and decide on "who will do what by when," followed by a confirmation of execution in the next meeting.

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The related link this time is "Is it possible to have increased sales but no profits? Common causes in companies with declining gross profit margins." The article also discusses "gross profit margin as a barometer of a company's competitiveness," covering aspects such as a discounting culture, product strength, pricing decisions, and added value through proposals and information. Please take it as a reference.

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The related link this time is "Where to Start with Business Improvement? Priorities and Four Steps to Revitalize a Loss-Making Company." This article covers reviewing unprofitable businesses and transactions, improving gross profit, concentrating management resources, organizational productivity, and financial improvement, connecting the ten focal points this time from the perspective of "improving the entire company from a bird's-eye view."

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The related link this time is "How to structure the process from understanding the current situation to execution in order to overcome the deficit." Rather than judging solely based on sales, gross profit, and fixed costs, it connects financial, business, and organizational issues, breaking down the causes into specific improvement actions, responsibilities, and deadlines. This directly relates to the theme of "analyzing business processes to implement management improvements."

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The related link this time is "Breaking Free from Rough Estimates - Principles and Fundamentals of Management that a CEO with Annual Sales of Hundreds of Millions Wants to Grasp." This article explains that it is not enough to simply present the CEO's vision and thoughts; it is essential to translate them into specific actions and KPIs on the ground. It connects to the theme of this discussion, which is neither "action without principles" nor "principles without action," but rather putting principles into practice.

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The related link this time is "The Reasons Executives Do Not Act for Overall Optimization." The article mentions "the gap in direction with the top," "a critic's mentality," "considering profits and the future as a department manager," and "the balance between offense and defense, reality and ideals," highlighting the concept of "from department head to department manager."

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The related link this time is "Breaking Free from Rough Estimates." This article discusses the approach of quantifying the field from the perspectives of not only finance but also "customers, business processes, and human resources," and connecting it to improvement actions.

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The related link this time is "What you want to organize early to avoid a sudden business succession." This article discusses how to articulate the values and vision that the company has cherished and connect them to the roles, actions, and judgments of employees. Please use this as a reference when considering how to pass on the philosophy and vision of the company to the next generation, based on the idea that "the company is a place for developing people."

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The related article this time is "Things to Organize Early to Avoid Sudden Business Succession." This article presents the idea that the management philosophy and vision serve as a benchmark to return to when judgments diverge, and it connects this to the allocation of business areas and management resources, as well as to the management plan. Please refer to this as it relates to the content that "the management philosophy is superior to management policies and strategies."

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The related article this time is "The Reasons Executives Do Not Act for Overall Optimization." It explains the importance of sharing the company's direction and decision-making criteria, considering the limitations of having the president run the company alone, and empowering executives with authority and execution responsibility. Please refer to it as well.

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In this related link, we explain the medium-term management plan as a blueprint for taking proactive measures by breaking it down into current issues, specific strategies, responsible parties, and deadlines, rather than viewing it merely as numerical targets, while also monitoring the gap between the plan and actual results. Please refer to it as well.

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This time, the theme is "awareness of being a stakeholder," and the related column I chose is "Are Executives Becoming Critics? How Small and Medium Enterprises Can Break Free from 'CEO Dependency'." It begins by stating that "executives are not the ones who explain the results, but rather the ones who take action first to change the results," and further emphasizes the importance of clarifying responsibilities, authority, and deadlines to foster a sense of ownership.

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This time's related link is about how to create and utilize a management plan. It's "proactive management" to avoid it being just a pie in the sky. It involves translating future goals into specific action plans and taking the initiative while checking progress within the organization. Please use it as a reference.

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This time, I have summarized the focus on "not postponing issues, capturing gross profit, fixed costs, and productivity in numbers, and reviewing the direction of management." Therefore, the related link is titled "What should management improvement start with? Priorities and four steps to restructure a company in the red," which connects to this theme of "preventing the postponement of issues" by organizing the causes of the deficit and determining priorities to begin improvements.

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This "strategy of abandonment" is not merely about cost reduction; it involves withdrawing from unprofitable businesses based on assessments of profitability, funding, and future potential, and redirecting management resources to growth areas. The related column provides articles that encourage further concrete consideration of the "strategy of abandonment."

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The related link this time is "The Reasons Executives Do Not Act for Overall Optimization." The content, which involves the president showing the policy and criteria for judgment, and supporting execution by delegating roles and authority to executives, connects to the idea of "working together until the person in charge becomes independent, even after deciding on a new business."

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This time, the related links summarize the three principles of "product selection, talent development, and financial management," conveying what business owners should reconsider in each area. The content reviews the selection of businesses, organizational execution capabilities, and cash flow as an integrated whole, allowing for a deeper exploration of these three elements.

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We provide daily information that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.

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We provide daily information that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.

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The related link article explains the idea of viewing the repeat rate as a KPI from the "customer's perspective" and improving business processes for that purpose. This naturally connects to the current approach of "regular checks at fixed points → maintaining quality → creating loyal fans."

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balance sheets, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balance sheets, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, to organizational restructuring and business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balance sheets, dialogue with banks, organizational restructuring, to business succession.

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We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, engaging in dialogue with banks, to organizational restructuring and business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.

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We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.

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We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.

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