Items stated in the management plan
WithdrawnEach line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. For metrics expressed as percentages, differences are shown in percentage points (pt).The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
The environment inside and outside the Group has changed significantly, including changes in the Group structure and portfolio following the transfer of all MCC shares, rapid changes in the business environment surrounding AI, progress in alliances with Big Tech and industry partners and in collaboration and joint initiatives with joint R&D partners, and the prospect of achieving a 300-regular-employee workforce ahead of schedule.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan |
| Plan period | From the plan announced in December 2024 through the fiscal year ending June 2028 (the final year of the medium-term management plan) |
| Progress against the plan | Withdrawn |
| Sales Target | ¥26,620 million → ¥11,000 million(-58.7%) |
| Operating profit target | ¥1,800 million → ¥1,550 million(-13.9%) |
| Operating profit margin target | 6.8 % → 14.1 %(+107.4%) |
| Investment amount by sector | M&A and joint ventures, People, technology and platforms |
| Non-financial targets | Indicator Number of permanent employees / Target value A workforce of 300 / Timing By the fiscal year ending June 2028 (the target under the former medium-term management plan; expected to be achieved ahead of schedule) |
| Plan assumptions | Domestic AI market spending: ¥2.3725 trillion in 2025 to ¥6.8897 trillion in 2029, CAGR 31%, Asia-Pacific AI market: US$73B in 2024 to US$370B in 2029, CAGR 38.4%, Exchange rate for yen conversion: ¥150 per US dollar (¥140–¥160), Domestic business consulting market: ¥1.2832 trillion in 2029, CAGR 9.9% from 2024 to 2029 |
| Key initiatives | Transition to Forward-type talent, Cycle of organisational expansion leading to revenue growth, Incorporate the consulting talent pool, Bring talent development and retention in-house, Company-wide transformation, Industry specialization, Physical AI, Layer 1: Joint R&D and custom AI implementation, Layer 2: AI solutions, Layer 3: AI-BPO and business operations, M&A and joint ventures |
| Results under the previous plan | ¥26,620 million → Not disclosed |
| Reason for revision or withdrawal | The environment inside and outside the Group has changed significantly, including changes in the Group structure and portfolio following the transfer of all MCC shares, rapid changes in the business environment surrounding AI, progress in alliances with Big Tech and industry partners and in collaboration and joint initiatives with joint R&D partners, and the prospect of achieving a 300-regular-employee workforce ahead of schedule. |
| Size of the Target Market | Market Domestic AI market spending / Scale ¥2.3725 trillion in 2025, ¥6.8897 trillion in 2029 / Growth Rate CAGR31% / Source IDC, Worldwide AI and Generative AI Spending Guide 2026V1 (March 2026), Market Implementation and service areas targeted by JDSC / Scale Up to ¥4.2 trillion in 2029 / Source Calculated from IDC's domestic AI market spending figures, excluding AI infrastructure procurement, Market Business consulting sector / Scale ¥1.2832 trillion in 2029 / Growth Rate CAGR 9.9% from 2024 to 2029 / Source IDC, Domestic Business Consulting Market Forecast, Market Asia-Pacific AI market / Scale US$73B in 2024, US$370B in 2029 / Growth Rate CAGR38.4% / Source IDC『Worldwide AI and Generative AI Spending Guide 2026V1』 |
| Risks identified | Declining value of the consulting business due to advances in AI, Concern over the potential for substitution by AI, Adoption of incorrect information generated by generative AI, Leakage of Confidential Information |
| Publication date | 13 November 2026 |
Items this document does not state (10)
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The environment inside and outside the Group has changed significantly since the plan was announced in December 2024. Specific factors cited include changes in the Group structure and business portfolio following the transfer of all MCC shares, rapid changes in the business environment surrounding AI, progress in alliances and joint R&D including with SoftBank, and the prospect of achieving the 300-regular-employee target ahead of schedule.