Improving Business Responsiveness and Customer-Value Creation Through an In-House Company System
First written in FY2019-Q1. 1 of 3 entries say "Advanced", first in FY2019-Q2. Latest entry: FY2019-Q3.
The whole theme swung hardest in 2019: 1 of 9 companies on the "Worse" side.
6 other companies' latest entry also says "Restated".
- FY2019-Q3RestatedAnnual report
「当社グループは平成30年４月からカンパニー制を導入し、各カンパニーの成長、経営人材の育成、事業執行機能への権限委譲による事業環境変化への対応力と顧客価値創造力の向上を目指します。」
カンパニー制による事業成長、権限委譲、環境変化への対応力・顧客価値創造力の向上を引き続き目指している。 - FY2019-Q2AdvancedAnnual report
「このような状況の中、業務効率改善への取り組み、生産効率の改善、収益性の向上に努めてまいりました。また本部制も浸透したことで、その効果も高まってまいりました。」
社内カンパニー制に伴う本部制について、組織への浸透が進み、その効果が高まったと記載している。 - FY2019-Q1First statedAnnual report
「The Group introduced an in-house company system in April 2018 and aims to promote the growth of each company, develop management personnel, and improve its ability to respond to changes in the business environment and create customer value by delegating authority to business-execution functions. From the current fiscal year, it also moved to a structure with headquarters for each category, such as concrete plants, within the company organization, further advancing efforts to improve operational efficiency, production efficiency and profitability.」
The Company explicitly disclosed its move from a divisional structure to an in-house company system in April 2018, with the aim of fostering growth, developing management personnel, delegating authority and improving responsiveness and customer-value creation. The industrial machinery business also established category-specific headquarters.