[Column] Companies with 50 to 100 employees are managing multifunctional development.

I would like to introduce a column article.

The management style is a multifunctional development management. It is at a stage where efforts are being made to promote corporate scale expansion in terms of activities and to smoothly operate the internal management aspects as two wheels of the same vehicle. While expanding and growing through multifaceted development and the introduction of multifunctionality (such as multiple business divisions and headquarters systems), there is often a lack of staff functions, leading to a state of overall functional paralysis. There is a need to subdivide organizational functions, but responses to organizational management, such as work division, responsibilities, operation manuals, and the establishment of various regulations, are lagging behind. Additionally, there is a shortage of human resources to entrust key departmental roles, and the clash between those who struggle with organizational management and those who promote it creates a conflict between the old and the new, hindering the subdivision of organizational functions and increasing frustration for management. There is also an inability to deeply explore product composition and characteristics that should target specific markets and customer traits, resulting in delays in product development and exploration. Due to the lack of a management foundation to accommodate scale expansion, various turnover rates (such as accounts receivable and inventory assets) are deteriorating. Consequently, the liquidity of tangible assets is slowing down, but many companies are unable to grasp the underlying factors, leading to reactive responses. Since the "old" and "new" are clashing, if they do not successfully integrate, it could lead to a destruction of the organizational culture.

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