Major reorganization from a function-based structure to one organized around business and service objectives
First written in FY2019-Q3. 2 of 4 entries say "Advanced", first in FY2019. Latest entry: FY2025-H1.
E-Supportlink moved to the "Worse" side of this theme in 2025.
2 other companies' latest entry also says "Reframed".
- FY2025-H1ReframedAnnual report
「Having entered a new stage following the business-structure reforms undertaken through the previous fiscal year, we changed the organization to a function-based structure from the current interim consolidated accounting period in order to accelerate growth further.」
Following the shift toward a service-based organizational structure, the company changed to a function-based structure from the current interim period with the aim of accelerating growth after its business structure reform. - FY2020AdvancedAnnual report
「December 2020: Director and Executive Vice President; Head of Business Promotion Headquarters (current position)」
Following the reorganization into a service-based structure in 2019, the company was further updated to a responsibility structure centered on the Business Promotion Headquarters, Agri-Business Headquarters, and other divisions. - FY2019AdvancedAnnual report
「For the fiscal year ended November 2019, we substantially changed the management structure from the previous function-based organization to a service-based organization from the second half in response to changes in the market environment. Through this change, we intend to accelerate frontline decision-making, increase employees' awareness of participating in management, and achieve low-cost operations.」
From the second half, the company reorganized from a function-based structure to a service-based structure, moving toward an organization aimed at faster frontline decision-making, greater employee participation in management, and low-cost operations. - FY2019-Q3First statedAnnual report
「Against this backdrop, our group carried out a fundamental organizational restructuring from the third quarter of the current consolidated fiscal year to turn major structural changes in the fresh-produce distribution industry into a business opportunity. We began operating under a new organization structured by service purpose, including imported produce, domestic produce, and merchandise sales, rather than the function-based organization maintained since listing, comprising systems, outsourced operations, and sales. Focusing on the fact that frontline employees closest to customers understand customer needs through their daily work, we will strengthen our competitiveness by achieving swift decision-making from the frontline as well as top-down management. We will also practice organizational management so that employees working on the frontline can feel “for whom” and “for what purpose” they are working, deepen their understanding of customers, and improve their motivation and job satisfaction.」
From the third quarter, the function-based organization covering systems, outsourced operations, and sales was reorganized into a service-based structure covering imported produce, domestic produce, and merchandise sales. The stated objectives were faster frontline decision-making, stronger competitiveness, and higher employee motivation and satisfaction.