New Business Development Support, Full-Potential Plan, Asset Cycle, Digital Transformation
First written in FY2018. 7 of 9 entries say "Advanced", first in FY2019. Latest entry: 2026-11-02.
108 other companies' latest entry also says "Advanced".
- 2026-11-02AdvancedEarnings
「当中間連結会計期間の親会社の所有者に帰属する中間利益は3,479億円となり、2026年3月期決算発表時（2026年5月1日）に公表した通期連結業績予想6,300億円に対して高い進捗率を示しました。」
デジタル・AIグループを営業グループとして運営し、当中間期の同グループ利益が前年同期比で増加した。 - FY2026AdvancedAnnual report
「Following the conversion of SCSK into a wholly owned subsidiary, we formulated the Digital and AI Strategy (DAIS). We will use digital technologies and AI in our business operations and work to improve profitability across the Group.」
Our previous DX-centered business support has been given concrete form as a Digital and AI Strategy centered on SCSK, and we are advancing its application in business operations and improving profitability. - FY2024ReframedAnnual report
「② New growth accelerated by digital and green transformation (GX) New growth accelerated by digital ・Accelerating growth by further strengthening the strengths and competitive advantages of our businesses through digital technologies and cultivating new strengths New growth accelerated by GX ・Further strengthening the strengths and competitive advantages of our businesses through GX」
Under the Medium-Term Management Plan 2026, the scope of application was expanded from the previous business support functions centered on DX, positioning digital technologies and GX as the two engines for accelerating growth and applying them to business strengthening, earnings growth, and the creation of new businesses. - FY2024-Q1AdvancedAnnual report
「Effective 1 April 2023, we transferred the DX promotion support function, which had been under the Media and Digital Business Division, to an organization under the company-wide organization.」
The DX promotion support function was transferred to an organization under the company-wide organization, changing the organizational positioning of the company-wide function supporting digital transformation. - FY2022AdvancedAnnual report
「For individual businesses, we put in place mechanisms to improve the likelihood of success and maximize value in business investments by tightening investment discipline through guidelines for selecting investment projects and introducing a compensation system linked to investment performance, among other measures.」
In addition to the Full Potential Plan and other measures, we introduced investment project selection guidelines, investment performance-linked compensation, and visualization through KAI and KPI, giving concrete form to a mechanism for maximizing value after investment. - FY2021AdvancedAnnual report
「For businesses classified as “targets for which a rehabilitation roadmap has been prepared,” “exit candidates,” or “priority follow-up targets,” we monitor performance, roadmap progress, and exit initiatives on a quarterly basis. If the likelihood of achieving a roadmap is deemed insufficient, the roadmap is revised; if rehabilitation is still deemed difficult, the business is changed to an exit-policy target. Through value-enhancement initiatives for the investment portfolio based on a clear timeline, we are pursuing the “shift in the business portfolio” set out in the Medium-Term Management Plan “SHIFT 2023.”」
The Full Potential Plan was given concrete form as an operating framework that includes classification into healthy businesses, businesses for which a rehabilitation roadmap has been prepared, and exit candidates; quarterly monitoring; and changes to an exit policy. - FY2020AdvancedAnnual report
「We established a DX Center and began promoting internal cultural change, initially by improving operational efficiency. Through RPA (robotic process automation), we reduced working hours by more than 100,000.」
Regarding business support functions, we invested in an Israeli CVC, conducted a proof of concept for the internal entrepreneurship program, launched MIRAI LAB PALETTE, listed a logistics REIT, and included renewable energy funds in the portfolio. Through DX, RPA reduced working hours by more than 100,000, and the initiative was expanded to a 140-person organization including overseas offices. - FY2019AdvancedAnnual report
「Also, beginning in fiscal 2018, we launched an internal entrepreneurship program, “0→1 Challenge 2018 (Zero-One Challenge 2018),” under which individual employees can propose new businesses globally, beyond the framework of their assigned organizations and without restrictions based on job category or seniority.」
In addition to the four existing business support functions, an internal entrepreneurship program was launched to enable employees to propose new businesses across organizational boundaries and globally. The establishment of an investment and financing fund for offshore wind power businesses was also reported. - FY2018First statedAnnual report
「To advance these growth strategies, we will expand four “business support functions”: “new business development support,” “Full Potential Plan,” “asset cycle management,” and “digital transformation.”」
Support functions were organized around fostering new businesses from a company-wide perspective, maximizing the value of operating companies, improving asset efficiency, and transforming business models through digital technologies.