Enhancing corporate value over the medium to long term through overseas expansion, productivity improvements and organizational restructuring
First written in FY2017-Q1. 7 of 11 entries say "Advanced", first in FY2022. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「DivaCygnet Private Limited changed its name to DIVA INDIA PRIVATE LIMITED effective 9 January 2026.」
The Indian joint venture continued to operate as a consolidated subsidiary after the name change, maintaining its framework for research into overseas software sales and business development. - FY2025-H1AdvancedAnnual report
「From the current interim consolidated accounting period, DivaCygnet Private Limited, established on 5 August 2024, and 株式会社VISTA, established on 11 October 2024, have been included in the scope of consolidation. As a result, the number of consolidated subsidiaries increased from 5 to 7.」
The policy of overseas expansion and acquiring global development capabilities was reflected in the results following the establishment of DivaCygnet Private Limited as a consolidated subsidiary. - FY2024AdvancedAnnual report
「It was established on 5 August 2024.」
The policy of overseas expansion and acquiring global development capabilities progressed to implementation through the establishment of the joint venture DivaCygnet Private Limited with Cygnet Infotech Private Limited. The company holds an 80% stake and Cygnet holds 20%; the joint venture will conduct research into software sales and business development in the Indian market. - FY2024-Q3AdvancedAnnual report
「The company has outsourced development of the Group’s software products to Cygnet Infotech Private Limited, an India-based company that aims to “improve people’s lives around the world through technology-driven, data-led solutions.” The arrangement is intended to help the company become a “software company with global reach” and acquire software development capabilities at a global level.」
The company moved toward a specific overseas expansion plan based on its existing development outsourcing relationship with an Indian software company, with the aim of acquiring global-level development capabilities. Subsequent events also included a resolution to establish a joint venture between the two companies. - FY2024-Q2Failure to complete the shift in business focus and stagnating growthAnnual report
「Although the CPM solutions business generated higher revenue, the qualitative shift in its business focus associated with the organizational restructuring had not yet been fully achieved. As revenue growth stagnated, the segment as a whole was essentially flat.」
The company stated that, in the management control solutions business following the organizational restructuring, the qualitative shift in business focus had not been sufficiently achieved and revenue growth for the segment as a whole had stagnated. - FY2024-Q1Constraints on sales activities arising from the organizational restructuringAnnual report
「Although revenue growth was restrained because sales activities were subject to certain constraints for a period of time due to the organizational restructuring,」
The company stated that, following the organizational restructuring, sales activities were subject to constraints for a period of time, which restrained revenue growth in the management control solutions business. - FY2023-Q2AdvancedAnnual report
「At a meeting of the Board of Directors held on 22 June 2022, the company resolved on a policy to reorganize the Group, through company splits between consolidated subsidiaries. On 15 July 2022, the company entered into absorption-type company split agreements under which its consolidated subsidiary 株式会社ディーバ transferred the development business for the consolidated financial reporting support systems, principally the “DivaSystem LCA” and “DivaSystem FBX” product brands, to its consolidated subsidiary 株式会社フィエルテ, and its consolidated subsidiary 株式会社ジール transferred the business under the control of the corporate performance management unit to 株式会社ディーバ. These transactions, referred to below as the “First Absorption-Type Company Split” and the “Second Absorption-Type Company Split,” respectively, were implemented on 1 October 2022.」
The company provided detailed disclosure on the terms of the 2 absorption-type company splits between consolidated subsidiaries and their implementation on 1 October 2022 as part of the organizational restructuring aimed at accelerating growth in existing businesses and creating new growth businesses. - FY2023-Q1AdvancedAnnual report
「This was implemented on 1 October 2022.」
The organizational restructuring through company splits between consolidated subsidiaries, aimed at accelerating growth in existing businesses and creating new growth businesses, was implemented on 1 October 2022. - FY2022AdvancedAnnual report
「The company decided to reorganize the Group structure into separate organizations in order to achieve this materiality, accelerate growth in existing businesses, and create new growth businesses.」
The previous policy of organizational restructuring progressed into a specific Group reorganization aimed at accelerating growth in existing businesses and creating new growth businesses. - FY2017ReframedAnnual report
「③ Realizing Go Global. To date, the Group has gathered information to explore the potential for business development in overseas markets. At present, the Group believes that business expansion into overseas markets needs to be positioned as an extension of further revenue growth in Japan and the development of products and services.」
The previous wording of upfront investments in overseas expansion, productivity improvements, and organizational restructuring was reorganized as “Go Global,” with the aim of first improving profitability and financial strength in Japan and then expanding overseas as an extension of that effort. - FY2017-Q1First statedAnnual report
「In the current consolidated accounting year, the company plans to make proactive upfront investments to enhance corporate value over the medium to long term, including overseas expansion, productivity improvements, and organizational restructuring. However, investment activities had not progressed as planned in the first quarter, ultimately becoming a factor driving profit higher. To achieve corporate value enhancement from a medium- to long-term perspective, the company plans, in principle, to strategically execute the investments that could not be made in the first quarter within the current consolidated accounting year.」
The company planned upfront investments in overseas expansion, productivity improvements, and organizational restructuring, with the portion not executed in the first quarter scheduled to be implemented within the current consolidated accounting year.