This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
This article is about "How successful companies conduct meetings: Organizational reforms for 'execution' that small and medium-sized enterprises should undertake." It explains the transition from "meetings that only report" to "meetings where everyone thinks, decides, and executes."
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Please use this as hints for management decisions, such as building a management foundation, improving management qualities, cash flow management, bank relations, business succession, and restructuring after the appointment of the second or third generation. Also, feel free to contact us with any questions or inquiries when putting this into practice.
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Even if meetings are held, they end only with reports, and nothing gets decided. This will not lead to corporate growth. To transform meetings into a space where all participants (not just attendees) can truly engage and deliberate, there are two key points to change the meeting from a "reporting venue" to a "venue for improvement and execution." 1. Distribute meeting materials in advance Distribute meeting materials beforehand and have all participants thoroughly read the reports before the meeting. Limit each department's speaking time to 10 minutes, with reports condensed to 2 minutes. Use the remaining time for exchanging opinions on issues, sharing success and failure cases, and strengthening inter-departmental collaboration. 2. Incorporate employee improvement proposals Every month, solicit improvement proposals from all employees. By discussing "which proposals to submit to the management meeting" in each departmental meeting, it will invigorate the department and foster a culture of continuous improvement. Consider proposals from three perspectives: improving customer satisfaction (CS), enhancing operational efficiency and reducing costs, and increasing employee satisfaction (ES), and share outstanding proposals within the company. The important thing is that management reviews all proposals and responds within 10 days. Meetings where employees actively participate and execute and verify decisions are the driving force behind corporate growth. Next time, I will discuss "Does your company have a compass?"
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