This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the fields of business revitalization, management improvement, and bank negotiations.
We provide content that serves as decision-making material for managers, ranging from reading monthly financial statements, dialogue with banks, organizational restructuring, to business succession.
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Please use this as hints for management decisions, such as building a management foundation, improving management quality, cash flow management, bank relations, business succession, and restructuring after the appointment of the second or third generation. If you have any questions or inquiries when putting this into practice, please feel free to contact us.
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Until now, no matter how much we raised awareness of the crisis, the employees did not take action. When the thoughts of the employees and the management team became one, the company began to change." These are the words of the leader of Company A, which I assisted in its management reconstruction. In the first place, the relationship between management and employees is one of giver and receiver, one who gives instructions and one who receives them, one who executes and one who is executed upon. As a result, there are many individuals within the organization who have a "sense of being made to do things." In such an organization, what is important is the reform of employee consciousness. To achieve this, employees must be made to have a sense of participation in management. As a result, the relationship between employees and management shifts from "Win-Lose" to "Win-Win," leading to improved performance and greater job satisfaction for employees. At Company A, which I introduced at the beginning, we worked on three key points towards participatory management: - Formulating a vision and strategy (participation in the formulation process and sharing intentions) - Disseminating and sharing management information (transparent management) - Improving the decision-making process (establishing a meeting system) Ultimately, "without the reform of management consciousness, there can be no reform of employee consciousness, and without the reform of employee consciousness, there can be no improvement in performance." Next time, I will talk about "the leader's life on the line.
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Our company is a group of professional consultants who value practical insights born from responding to corporate needs. With practical management know-how and a strong belief, we solve management challenges and achieve everything from startup support, reconstruction and revitalization support, growth expansion support, and business continuity support to building a solid management foundation.
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