Transforming Organizational Culture and Employee Mindsets
First written in FY2017. 6 of 13 entries say "Restated". Latest entry: FY2024-Q3.
3 other companies' latest entry also says "Restated".
- FY2024-Q3RestatedAnnual report
「In sales, we changed the internal organizational structure by making the domestic e-commerce division a cross-functional team spanning departments, with the aim of planning promotional initiatives shared by e-commerce and physical stores and strengthening communications through the web and social media.」
The initiative to make the domestic EC division a cross-functional team is continuing as part of the change to the internal structure aimed at responding swiftly to changes in the business environment. - FY2024-Q2AdvancedAnnual report
「In sales, we changed the internal organizational structure by making the domestic e-commerce division a cross-functional team spanning departments, with the aim of planning promotional initiatives shared by e-commerce and physical stores and strengthening communications through the web and social media.」
As an organizational initiative, the company is changing its internal structure by making the domestic EC division a cross-functional team to promote joint sales campaigns between EC and stores and strengthen its web and social media communications. - FY2024-Q1ReframedAnnual report
「We were also able to celebrate our 55th anniversary on 10 March 2023. While honoring our founder's passionate wish that we should be "the conscience of the sock industry," and under our management philosophies of "passion," "customer centricity," "permanence and innovation," and "harmony," we will continue to build strong partnerships with our domestic partner factories and franchisees, without compromising in manufacturing, store development, or human resource development, and will continue to pursue the creation of the finest products and stores for our customers.」
The discussion of the organization and corporate philosophy has been reorganized to include, in addition to the previous discussion of mindset reform and the shift to a divisional structure, the founder's philosophy, the 4 management philosophies, partnerships with domestic partner factories and franchisees, and the development of products, stores, and people. - FY2023-Q2AdvancedAnnual report
「During the second quarter of the current consolidated fiscal year, we changed our organizational structure so that we could respond swiftly to changes in the business environment, with a view to the future direction of the business.」
It was explicitly stated that the organizational structure was changed during the second quarter to enable a swift response to changes in the business environment. - FY2022RestatedAnnual report
「We have built an OMO (Online Merges with Offline) structure to strengthen the integration of online channels, including EC sites and various social media platforms, with offline channels, including physical stores. By establishing a sales structure focused on speed, we aim to become the "world's leading comprehensive sock company," one that all customers will choose.」
The organizational policy of building a sales structure focused on speed on the basis of a divisional structure and OMO is continuing. - FY2022-Q3RestatedAnnual report
「In addition, we adopted a divisional structure from the previous fiscal year and built an OMO (Online Merges with Offline) structure to strengthen the integration of online channels, including EC sites and various social media platforms, with offline channels, thereby establishing a sales structure focused on speed」
The shift to a divisional structure and the establishment of an OMO structure since the previous fiscal year are continuing as organizational initiatives aimed at a sales structure focused on speed. - FY2022-Q1RestatedAnnual report
「In addition, to establish an internal structure focused on speed, we adopted a divisional structure from the previous fiscal year」
The company reconfirmed that it has operated under a divisional structure since the previous fiscal year, with the aim of establishing an internal structure focused on speed. - FY2021RestatedAnnual report
「In addition, to establish an internal structure focused on speed, from the current consolidated fiscal year we shifted to a divisional structure and built an OMO (Online Merges with Offline) structure to strengthen the integration of online and offline channels」
The shift to a divisional structure and the establishment of an OMO structure aimed at an internal structure focused on speed are continuing as full-year initiatives. - FY2021-Q3RestatedAnnual report
「In addition, to establish an internal structure focused on speed, we shifted to a divisional structure from the current fiscal year and built an OMO (Online Merges with Offline) structure to strengthen the integration of physical and online channels, starting with EC sales」
The shift to a divisional structure and the establishment of an OMO structure aimed at an internal structure focused on speed were again described, following the previous quarter. - FY2021-Q1AdvancedAnnual report
「In addition, to establish a business structure focused on speed, from the current fiscal year we reorganized the existing functional structure into a divisional structure while strengthening the integration of physical and online channels, starting with EC sales.」
As a specific organizational culture and organizational reform measure, the company implemented the reorganization from a functional structure to a divisional structure from the current fiscal year. - FY2020AdvancedAnnual report
「As part of our strategy for the next period, we will reorganize our domestic sales organization from the existing functional structure to a divisional structure in order to strengthen the integration of physical and online channels, starting with EC sales.」
As a specific measure for organizational culture reform, the reorganization from the existing functional structure to a divisional structure was explicitly stated. - FY2018AdvancedAnnual report
「In addition to promoting organizational culture reform at our stores, we will establish a management philosophy academy to communicate the background to our manufacturing and our management philosophy. As a brand offering products whose value should be conveyed to customers, we will pursue "value that can be articulated" and devote ourselves to researching and proposing high-quality products that can be discussed with customers.」
In addition to organizational culture reform, the establishment of a "management philosophy academy" to communicate the background to manufacturing and the management philosophy was identified as a specific initiative, adding and detailing the means of reform. - FY2017First statedAnnual report
「We will uphold our corporate philosophy of balancing permanence and innovation and promote management that puts the customer first. At the same time, by promoting a change in the mindset of all employees through the dissemination of our management philosophy, we aim to build a corporate group capable of responding nimbly to changes in the times and business environment. Under our strategy for the next period, we will undertake internal reforms centered on organizational culture reform and the enhancement of our brand strategy, and implement the following initiatives to move into a new stage of growth.」
New measures were explicitly set out to build a corporate group capable of responding nimbly to change through the dissemination of the management philosophy, a change in the mindset of all employees, and organizational culture reform.