Restructuring into stakeholder-based organizations and refining the high-performance model
First written in FY2023-Q2. 3 of 5 entries say "Advanced", first in FY2023. Latest entry: FY2024-Q2.
21 other companies' latest entry also says "Advanced".
- FY2024-Q2AdvancedAnnual report
「In addition, the Human Resources Development business was reorganized from the fiscal year ending September 2024, with the aim of clarifying the roles and responsibilities of each division by assigning each division responsibility for its business performance.」
From the fiscal year ending September 2024, the Human Resources Development business was reorganized by division, establishing a structure in which each division is responsible for its business performance. - FY2024-Q1AdvancedAnnual report
「Beginning in the first quarter, we established a new Executive Coaching Division and have been working to improve business performance and profitability while enhancing the quality of our executive coaching services.」
In addition to reviewing the existing organizational structure, the company established a new Executive Coach Division from the first quarter under review. - FY2023AdvancedAnnual report
「During the fiscal year, we integrated the Corporate Coaching Division and the Human Resources Management Division to establish a new Corporate Coaching Division in May 2023. With corporate clients as its primary stakeholders, the company promoted the clarification and enhancement of its "high-performance model."」
The Corporate Coaching Division and Human Resources Management Division were integrated, leading to the establishment of a new division and the clarification and enhancement of the high-performance model. - FY2023-Q3RestatedAnnual report
「In light of recent business performance, we considered reviewing the organizational structure from the perspective of strengthening the foundation for business growth. As the former function-based structure required multiple departments to address the same stakeholder, it required information sharing between departments, and we recognized that it presented challenges in providing a unified response and maintaining operational speed. To address this issue, we rebuilt our organizational structure around key stakeholders to enable a unified and rapid response, and changed to a stakeholder-based organization effective 1 May. Through this change, we aim to improve organizational productivity and strengthen company-wide recruitment and employee development.」
The company reiterates the change to a stakeholder-based organization presented in the second quarter and its objectives of strengthening productivity, recruitment and employee development. - FY2023-Q2First statedAnnual report
「To address this issue, we rebuilt our organizational structure around key stakeholders to enable a unified and rapid response, and changed to a stakeholder-based organization effective 1 May. Specifically, we have clarified the "high-performance model" for operations around stakeholders and will further refine it to establish an effective execution structure and make an even greater contribution to our stakeholders.」
In light of challenges involving coordination between departments and operational speed under the former function-based organizational structure, the company changed to a stakeholder-based organization effective 1 May 2023. It has stated its policy of further refining its "high-performance model" for operations.