Review of Operating Methods and Appropriate Resource Allocation
First written in FY2016. 11 of 27 entries say "Restated". Latest entry: 2026-05-08.
The whole theme swung hardest in 2022: 1 of 11 companies on the "Worse" side.
6 other companies' latest entry also says "Advanced".
- 2026-05-08AdvancedResults presentation
「The operating margin also improved through lower outsourcing costs resulting from optimizing the development and operating structure」
Optimization of the development and operating structure and lower outsourcing costs were presented as actual improvements in profitability. - FY2026-H1RestatedAnnual report
「In its core education business, the Company continues to pursue price optimization in light of rising costs in recent years, based on rigorous individual profitability management.」
The Company has reaffirmed individual profitability management and price optimization in response to rising costs as continuing measures to improve operating execution and profitability. - FY2025AdvancedAnnual report
「In its human-resource development support business, the Company newly established the Knowledge Products Section in April 2025 to optimize human resources and strengthen expertise. Under the new structure, it will renew its services by making maximum use of the knowledge held by customers and content providers, with the aim of rapidly expanding revenue.」
In its human-resource development support business, the Company newly established a specialized department and gave concrete form to a review of operating methods aimed at renewing services through optimized human resources and strengthened expertise. - FY2025-H1ReframedAnnual report
「The Company has adopted Creating New Value through Strengthened Expertise as its basic policy and is addressing more detailed profitability management, expansion of target markets, and the use of research and development results to maximize individual value as priority issues for the current fiscal year.」
The Company has reorganized its priorities from a focus on individual profitability management, consulting capabilities, and research and development to priority issues including expansion of target markets and the use of research and development results. - FY2024ReframedAnnual report
「Going forward, the Company will improve profitability through cost reductions on a consolidated basis, with internal Group restructuring in view, and the restructuring of existing businesses, including provision at appropriate prices. It will also make growth investments in new services and M&A and promote the early monetization of new services.」
The Company has shifted its focus from individual profitability management, consulting capabilities, and research and development to profitability improvement encompassing internal Group restructuring, consolidated cost reductions, provision at appropriate prices, and the restructuring of existing businesses. - FY2024-Q3RestatedAnnual report
「On a non-consolidated basis, the Company has adopted Creating New Value through Strengthened Expertise as a basic policy of its medium-term management plan and is addressing more detailed profitability management, the exercise of consulting capabilities, and the promotion of research and development as priority issues for the current fiscal year.」
On a non-consolidated basis, the Company continues to address individual profitability management, consulting capabilities, and research and development as priority issues for operating execution and profitability improvement. - FY2024-Q2RestatedAnnual report
「On a non-consolidated basis, the Company has adopted Creating New Value through Strengthened Expertise as a basic policy of its medium-term management plan and is addressing more detailed profitability management, the exercise of consulting capabilities, and the promotion of research and development as priority issues for the current fiscal year.」
On a non-consolidated basis, the Company continues to address individual profitability management, consulting capabilities, and research and development as priority issues for operating execution and profitability improvement. - FY2024-Q1ReframedAnnual report
「On a non-consolidated basis, the Company has adopted Creating New Value through Strengthened Expertise as a basic policy of its medium-term management plan and is addressing more detailed profitability management, the exercise of consulting capabilities, and the promotion of research and development as priority issues for the current fiscal year.」
The Company has organized its priorities for operating execution and profitability improvement around strengthened expertise under its non-consolidated medium-term management plan, identifying individual profitability management, consulting capabilities, and research and development as concrete priority issues. - FY2023ReframedAnnual report
「The Company will restructure its businesses to improve profitability in existing operations, including through more detailed profitability management and the exercise of consulting capabilities drawing on the expertise of each business area.」
In addition to the previous focus on automation and outsourcing and optimal resource allocation, the Company has reorganized its priorities to include individual profitability management, consulting capabilities leveraging its expertise, and business restructuring. - FY2021AdvancedAnnual report
「For pottos®, a customer-success automation tool, the Company newly established the pottos Business Promotion Office to strengthen its business execution capabilities and began offering Version 2, which significantly improves functionality and convenience.」
The Company newly established the pottos Business Promotion Office, giving concrete form to its business execution structure. - FY2020AdvancedAnnual report
「Investment activities resulted in an outflow of ¥539.770 million, compared with an outflow of ¥203.274 million in the same period. This was mainly due to expenditures for the acquisition of intangible and tangible fixed assets. The Company invested in pottos, a customer-success support platform, and other intangible assets, as well as in machine rooms and other facilities with the aim of optimizing infrastructure.」
During the consolidated fiscal year, the Company spent ¥539.770 million on investment activities, investing in intangible assets such as pottos and in machine rooms and other facilities aimed at optimizing infrastructure. - FY2020-Q3RestatedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2019–2021 being to “take ODK to the next stage.” Its key priorities for the current fiscal year are “providing AI and data services,” “responding to institutional reform, pursuing strategic sales initiatives, and optimizing head-office, branch-office and infrastructure functions,” and “promoting automation and outsourcing, and developing capabilities and skills.”」
The Company continues to address the priority issues of the fiscal 2019–2021 plan, including automation and outsourcing, infrastructure optimization, and capability development. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2019–2021 being to “take ODK to the next stage.” Its key priorities for the current fiscal year are “providing AI and data services,” “responding to institutional reform, pursuing strategic sales initiatives, and optimizing head-office, branch-office and infrastructure functions,” and “promoting automation and outsourcing, and developing capabilities and skills.”」
The Company continues to address the priority issues of the fiscal 2019–2021 plan relating to operating methods and resource allocation, including automation and outsourcing, infrastructure optimization, and capability development. - FY2020-Q1ReframedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2019–2021 being to “take ODK to the next stage.” Its key priorities for the current fiscal year are “providing AI and data services,” “responding to institutional reform, pursuing strategic sales initiatives, and optimizing head-office, branch-office and infrastructure functions,” and “promoting automation and outsourcing, and developing capabilities and skills.”」
The focus relating to operating methods and resource allocation has been reorganized under the new plan as institutional-reform support, strategic sales initiatives, and optimization of head-office and branch functions and infrastructure, together with the promotion of automation and outsourcing and capability development and skill enhancement. - FY2019AdvancedAnnual report
「In addition, to improve productivity and shift resources to core operations, the Company is proceeding with physical improvements, including reviewing the layout of offices and machine rooms and optimizing internal infrastructure, while also implementing the use of outsourcing and introducing RPA (robotic process automation).」
In addition to optimizing internal infrastructure, the Company implemented the use of outsourcing and introduced RPA. - FY2019-Q3AdvancedAnnual report
「The Company introduced a system to return reduced overtime allowances to employees. Through this system, it will further raise awareness of participation in workplace reform and strengthen the implementation of health management.」
As a concrete measure concerning workplace reform and health management, the Company introduced a system to return reduced overtime allowances to employees. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2018–2020 being to “take ODK to the next stage.” Its key priorities for the current fiscal year are “providing AI and HR tech services,” “responding to education reform, expanding medical operations, and optimizing head-office, branch-office and infrastructure functions,” and “promoting automation and outsourcing, and developing capabilities and skills.”」
The Company continues to address priority issues including automation and outsourcing, capability development and skill enhancement, and optimization of head-office and branch functions and infrastructure. - FY2019-Q1ReframedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2018–2020 being to “take ODK to the next stage.” Its key priorities for the current fiscal year are “providing AI and HR tech services,” “responding to education reform, expanding medical operations, and optimizing head-office, branch-office and infrastructure functions,” and “promoting automation and outsourcing, and developing capabilities and skills.”」
The focus on reviewing operating methods and optimizing resource allocation has been reorganized to include automation and outsourcing, optimization of head-office and branch functions and infrastructure, and capability development and skill enhancement. - FY2018ReframedAnnual report
「The Company will continue to review its operating methods and promote automation and outsourcing to realize workplace reform founded on higher productivity. It also believes that its employees need to advance their capabilities in response to the rapid pace of innovation in recent years. To strengthen its management team and develop human resources, the Company will continue to establish systems for capability development and skill enhancement.」
In addition to the existing focus on profitability management and the use of external resources, the Company has explicitly identified automation and outsourcing, workplace reform, strengthening the management team, and human-resource development as concrete measures. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2017–2019 being to transform itself into a “new ODK.” Its key priorities for the current fiscal year are “participation in medical systems development and provision of AI services,” “expanding sales of UCARO and My Number-related services,” and “thorough management of profitability by business and customer, and effective use of external resources.”」
The Company continues to address rigorous profitability management by business and customer and effective use of external resources as priority issues for the current fiscal year. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2017–2019 being to transform itself into a “new ODK.” Its key priorities for the current fiscal year are “participation in medical systems development and provision of AI services,” “expanding sales of UCARO and My Number-related services,” and “thorough management of profitability by business and customer, and effective use of external resources.”」
The Company continues to address medical services and AI, UCARO and My Number, and profitability management and the use of external resources as priority issues for the current fiscal year. - FY2018-Q1ReframedAnnual report
「Against this backdrop, the Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2017–2019 being to transform itself into a “new ODK.” Its key priorities for the current fiscal year are “participation in medical systems development and provision of AI services,” “expanding sales of UCARO and My Number-related services,” and “thorough management of profitability by business and customer, and effective use of external resources.”」
The focus of the review of operating methods has changed from the previous emphasis on converting fixed costs to variable costs to rigorous profitability management by business and customer and effective use of external resources. - FY2017ReframedAnnual report
「Basic Strategy 3. Review of Operating Methods and Conversion of Fixed Costs to Variable Costs」
The focus shifted from the previous emphasis on optimal resource allocation to converting fixed costs to variable costs, with rigorous profitability management by business and customer and effective use of external resources identified as concrete measures. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group is pursuing various initiatives under its medium-term management plan for fiscal 2016–2018, whose objective is to transform the Group into a new ODK, with the following basic strategies: creating new businesses through alliances and M&A, enhancing the product lineup and pursuing strategic sales initiatives, and reviewing operating methods and optimizing resource allocation.」
The Company continues to review operating methods and optimize resource allocation as a basic strategy of its medium-term management plan. - FY2017-Q2RestatedAnnual report
「Against this backdrop, the Group is pursuing various initiatives under its medium-term management plan for fiscal 2016–2018, whose objective is to transform the Group into a new ODK, with the following basic strategies: creating new businesses through alliances and M&A, enhancing the product lineup and pursuing strategic sales initiatives, and reviewing operating methods and optimizing resource allocation.」
The Company has reiterated the review of operating methods and optimal resource allocation as a basic strategy of its medium-term management plan. - FY2017-Q1RestatedAnnual report
「The Group is pursuing various initiatives, with its medium-term management plan objective for fiscal 2016–2018 being to transform itself into a “new ODK.” Its key priorities for the current fiscal year are “undertaking various examination-related operations,” “expanding sales of UCARO and My Number-related services,” and “transitioning to function-based operations, clarifying and consolidating functions.”」
The Company has reiterated the transition to function-based operations and the clarification and consolidation of functions as priority issues for the current fiscal year. - FY2016First statedAnnual report
「In addition, the Company will review its operating methods and implement more appropriate resource allocation to improve profitability.」
The Company identifies the transition to function-based operations and the clarification and consolidation of functions as concrete measures.