Transition from a Structural Reform Focus to a Phase Centered on Profit Generation and Growth Investment
First written in FY2017-Q1. 4 of 8 entries say "Reframed", first in FY2018. Latest entry: FY2022.
Sony Group moved to the "Worse" side of this theme in 2020.
0 other companies' latest entry also says "Reframed".
- FY2022ReframedAnnual report
「Purpose and “responsibility” and “contribution” to people, society and the planet」
In addition to Purpose and the direction of “getting closer to people,” the company established responsibility and contribution to people, society and the planet as explicit pillars of its long-term management. - FY2021ReframedAnnual report
「With Purpose at its core, Sony will leverage the diverse strengths of the group to create new value for creators and users from a long-term perspective and continue linking this to the evolution and growth of its businesses.」
While maintaining “getting closer to people” as its unchanging direction, the company reorganized its long-term management policy around Purpose, creativity, technology and the world, including communities. - FY2020ReframedAnnual report
「With a focus on long-term management, Sony has continued initiatives to enhance the corporate value of the group as a whole by advancing and growing each business and accelerating the One Sony approach, based on Sony’s Purpose, “to fill the world with emotion, through the power of creativity and technology,” and its management direction of “getting closer to people.”」
While maintaining the previous direction of “getting closer to people,” the company reorganized its management framework around Purpose, a long-term perspective, the evolution and growth of each business, and One Sony. - FY2019RestatedAnnual report
「With “getting closer to people” as its management direction, Sony will pursue management aimed at creating sustainable social value and high profitability under the following specific management policies. In addition to strengthening each business, Sony will further deepen collaboration between content IP and Direct-to-Consumer services, hereinafter referred to as “DTC,” and pursue synergies among businesses centered on technology, evolving as a “creative entertainment company underpinned by technology.”」
As part of the framework of the Third Medium-Term Corporate Strategy, the company continued to emphasize “getting closer to people,” social value and high profitability, collaboration between DTC and content IP, and technology synergies. - FY2018ReframedAnnual report
「On 22 May 2018, Sony announced its medium-term corporate strategy for the 3-year period from fiscal 2018 through fiscal 2020, hereinafter referred to as the “Third Medium-Term Corporate Strategy.” With “kando” and “getting closer to people” as its keywords, Sony will pursue management aimed at creating sustainable social value and high profitability across its 3 business areas of electronics, entertainment and financial services, based on the following fundamental principles.」
The company revised its previous explanation of transitioning from a focus on structural reform to profit generation and investment for growth, recasting it within the framework of the Third Medium-Term Corporate Strategy: “kando,” “getting closer to people,” and the creation of sustainable social value and high profitability. - FY2017RestatedAnnual report
「For the 5 years beginning in fiscal 2012, Sony pursued management centered on the themes of “Sony’s transformation” and “profit generation and investment for growth.”」
The company reconfirmed its management theme of transitioning from structural reform and transformation to profit generation and investment for growth. - FY2017-Q3RestatedAnnual report
「Under its medium-term corporate strategy for fiscal 2015 through fiscal 2017, Sony transitioned from management focused primarily on previous structural reforms to a new phase centered on “profit generation and investment for growth,” and has been transforming itself into a highly profitable company.」
The company continued to describe its transition from a focus on structural reform to a phase emphasizing profit generation and investment for growth. - FY2017-Q1First statedAnnual report
「Under its medium-term corporate strategy for fiscal 2015 through fiscal 2017, Sony transitioned from management focused primarily on previous structural reforms to a new phase centered on “profit generation and investment for growth,” and has been transforming itself into a highly profitable company.」
The company explicitly stated that it was transitioning from the previous structural-reform phase to a new management phase focused on profit generation and investment for growth.