Transformation of the Traditional Business Structure and Strengthening of Proprietary Capabilities
First written in FY2016. 38 of 53 entries say "Advanced", first in FY2018-Q1. Latest entry: 2026-09-15.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Viewing AI as the next growth opportunity, we will form and expand the Customer Innovation Team, which supports customers' operational transformation alongside them by applying the knowledge and use cases gained through AI utilization within the Group. At the same time, based on cloud and security, we will develop an AI Orchestration Platform that enables customers to use AI securely and continuously.」
The transformation of the business structure centered on the traditional businesses of cloud, security and ultra-fast development has been expanded to include the Customer Innovation Team and AI Orchestration Platform, positioning AI as the next growth opportunity. - FY2026-H1AdvancedAnnual report
「We are advancing verification to actively promote the use of AI in system development and established the Technology Strategy Division this October. In addition to beginning to use generative AI in processes including design and testing, we began verifying the effectiveness of combining JB Agile with AI-driven development to create value. We will continue to actively adopt AI technologies to further improve quality and productivity.」
The transformation of the business structure from ultra-fast and traditional development has been expanded to include establishing the Technology Strategy Division, using generative AI in design and testing, and verifying the combination of JB Agile and AI-driven development. - FY2025AdvancedAnnual report
「We will seek to evolve and deepen the business by incorporating data and AI utilization into the 3 businesses of cloud, security and ultra-fast development, which were priority businesses under the previous medium-term management plan HARMONIZE 2023.」
The transformation of the traditional business structure has been given concrete form through a policy of embedding data and AI utilization into the 3 businesses of cloud, security and ultra-fast development. - FY2024AdvancedAnnual report
「We will seek to evolve and deepen the business by incorporating data and AI utilization into the 3 businesses of cloud, security and ultra-fast development, which were priority businesses under the previous medium-term management plan HARMONIZE 2023.」
The transformation from traditional businesses is being implemented by embedding data and AI utilization into the 3 priority businesses and shifting toward a value-creating company. - FY2024-Q3AdvancedAnnual report
「For ultra-fast development, the company has designated 4 industries with accumulated assets from past development projects (reusable development components and resources) as priority industries: cram schools, food, building-materials wholesalers and steel. It is promoting core-system development based on the application and accumulation of assets. The Ultra-Fast Development Center, a specialist organization within the Group, is strengthening the asset-management structure to raise the asset application rate and further improve quality and profitability.」
For ultra-fast development, the company has focused on 4 industries with an established track record and is implementing measures to strengthen asset management at the Ultra-Fast Development Center and improve the application rate, quality and profitability. - FY2024-Q2AdvancedAnnual report
「In response to demand for stronger corporate competitiveness, the key feature of ultra-fast development, the ability to build core systems suited to customers' operations in half the conventional development time, differentiates it from other SI providers and packaged products, enabling the company to secure a steady flow of orders. Using assets accumulated from more than 460 implementations (reusable development components and resources) has improved development productivity and quality, and orders already received progressed steadily.」
For ultra-fast development, the company specifically described its feature of requiring half the conventional development time, the use of assets based on more than 460 implementations and improvements in development productivity and quality. - FY2024-Q1AdvancedAnnual report
「For ultra-fast development, we strongly promoted JB Microservices, an initiative to turn assets accumulated from more than 460 projects (reusable development components and resources) into services organized by general-purpose functional units that can be combined and used. In addition to recognition of the overwhelming speed and track record of ultra-fast development, proposal activities focused on clearly defined industries have led to the acquisition of projects.」
The company has turned accumulated ultra-fast development assets into JB Microservices and is pursuing proposals focused on 4 industries: cram schools, building-materials wholesalers, steel and food manufacturing. - FY2023AdvancedAnnual report
「Cumulative implementations of ultra-fast development reached 460. Through thorough use of assets from past development projects (reusable development components and resources), we are achieving higher development productivity and stable-quality system development. Ultra-fast development accounted for 60.1% of total SI revenue, up 5.4 percentage points from the previous fiscal year.」
Cumulative implementations of ultra-fast development reached 460, and its share of SI revenue rose to 60.1%. The company also described improved development productivity and quality through the use of assets. - FY2023-Q3AdvancedAnnual report
「Orders for ultra-fast development are expanding in response to demand for stronger corporate competitiveness and in-house development. In addition, projects, including large-scale projects, progressed smoothly due to improved development productivity through the Group-wide strengthening of the development structure pursued since last year and the use of assets (reusable development components and resources). Revenue in the cumulative third quarter of the fiscal year was a record high.」
Strengthening the Group-wide development structure and using assets supported the progress of large-scale projects and record quarterly revenue. Ultra-fast development accounted for 60.0% of SI revenue, and proposals have expanded to combine low-code and no-code development with modernization. - FY2023-Q2AdvancedAnnual report
「The Ultra-Fast Development Center established in October 2021 has been operating smoothly, strengthening the Group-wide development structure. Thorough use of assets and components from more than 440 ultra-fast development projects has significantly improved development productivity, contributing to the delivery of high-quality systems in shorter periods.」
The Ultra-Fast Development Center's effective operation following its establishment, the strengthening of the Group-wide development structure and the assetization and modularization of experience from more than 440 projects have advanced the concrete execution base for transforming the business structure. - FY2023-Q1AdvancedAnnual report
「In system development (SI), the shift from traditional development to high-value-added ultra-fast development continued steadily. Revenue from ultra-fast development was ¥1,940 million, up 41.3% year on year, and its share of total SI revenue rose to 49.6%. The assetization and modularization pursued to date also contributed, raising SI's gross margin by 5.4 percentage points to 37.5%.」
The shift from traditional development to ultra-fast development progressed, with revenue up 41.3% year on year, its share of SI revenue at 49.6% and SI's gross margin at 37.5%. Assetization and modularization also contributed to the improvement in margins. - FY2022-Q3AdvancedAnnual report
「In system development (SI), the shift from traditional development methods to high-value-added ultra-fast development (JB Agile) continued steadily. During the cumulative third quarter of the fiscal year, ultra-fast development accounted for more than 40% of total SI, compared with 28% in the same period of the previous year. Alongside this shift in development methods, we are making thorough use of assets and components accumulated through past projects to strengthen the quality of all development projects and improve margins by reducing costs.」
The shift from traditional development to JB Agile progressed, with ultra-fast development's share of SI rising from 28% in the same period of the previous year to more than 40%. The company also identified the reuse of accumulated assets and components to improve quality and reduce costs as new specific initiatives. - FY2022-Q2AdvancedAnnual report
「In system development (SI), we have steadily shifted from traditional development to high-value-added ultra-fast development. During the cumulative second quarter of the fiscal year, ultra-fast development accounted for more than 40% of SI, compared with 25% in the same period of the previous year. In addition, based on project experience and expertise from more than 400 companies, we made optimal proposals for each customer, and orders received and revenue from ultra-fast development increased by more than 50% year on year.」
As the company shifted from traditional development to ultra-fast development, the latter's share of SI rose from 25% in the same period of the previous year to more than 40%. Based on project experience with more than 400 companies, proposals also drove orders received and revenue up more than 50% year on year. - FY2022-Q1AdvancedAnnual report
「We are developing our businesses with a focus on high-value-added solutions, including ultra-fast development (system development using new methods such as agile development and cloud-native development), cloud, security and cloud-integrated platforms.」
The transformation of the business structure is being implemented through a focus on high-value-added solutions and the rollout of HARMONIZE, a new service framework. - FY2021ReframedAnnual report
「Under the new medium-term management plan HARMONIZE2023, we systematized as HARMONIZE a total IT service supporting the digital transformation of the Group's primary customers, midsize and smaller companies, based on the track record and expertise accumulated to date. Going forward, we will accelerate the transformation to a business structure centered on these high-value-added businesses, promote expansion of recurring-revenue businesses and work to establish a stable earnings base.」
Under the new medium-term management plan HARMONIZE2023, the transformation from traditional contract development has been reorganized around supporting the digital transformation of midsize and smaller companies, high-value-added businesses, recurring-revenue businesses and the shift to a value-creating company. - FY2021-Q3AdvancedAnnual report
「Against this backdrop, the current fiscal year is the final year of the 4-year medium-term management plan Transform2020. With completing the Transform2020 plan, implementing work-style reform and concentrating on high-value-added businesses positioned as the Group's basic management policies, we worked to support customers' digital transformation, strengthen technological capabilities and business speed, and further advance work-style reform despite the spread of COVID-19.」
Under the key policies for the final year, the company identified strengthening technological capabilities and business speed, in addition to supporting customers' digital transformation, as initiatives. - FY2021-Q2AdvancedAnnual report
「Against this backdrop, the current fiscal year is the final year of the 4-year medium-term management plan Transform2020. With completing the Transform2020 plan, implementing work-style reform and concentrating on high-value-added businesses positioned as the Group's basic management policies, we worked diligently to support customers' digital transformation, strengthen technological capabilities and further advance work-style reform despite the spread of COVID-19.」
While continuing the key policies for the final year of Transform2020, the company described customer digital-transformation support, stronger technological capabilities and further advancement of work-style reform as its initiatives. - FY2021-Q1ReframedAnnual report
「Against this backdrop, the current fiscal year is the final year of the 4-year medium-term management plan Transform2020. With completing the Transform2020 plan, implementing work-style reform and concentrating on high-value-added businesses positioned as the Group's basic management policies, we are focusing on initiatives that will contribute to enhancing corporate value, including improving skills in container technology (Note 1), which raises SI (system development) productivity, and strengthening capabilities in cloud security, for which demand is expected to increase.」
In the final year of Transform2020, the company reorganized its basic policies from the previous transition to sustainable growth around completing the plan, implementing work-style reform and concentrating on high-value-added businesses, and specifically highlighted strengthening container technology and cloud security capabilities. - FY2020-Q3AdvancedAnnual report
「Against this backdrop, the current fiscal year is the third year of the 4-year medium-term management plan Transform2020. While positioning achieving the Transform2020 plan, launching work-style reform and transitioning to sustainable growth as the Group's basic management policies, we worked to improve business speed and strengthen technological capabilities, including container technology supporting future SI (system development) technologies, in order to deliver value to customers.」
In the third year of Transform2020, the company specifically identified improving business speed and strengthening technological capabilities, including container technology supporting SI technology, as initiatives. - FY2020-Q2AdvancedAnnual report
「Against this backdrop, the current fiscal year is the third year of the 4-year medium-term management plan Transform2020. With achieving the Transform2020 plan, launching work-style reform and transitioning to sustainable growth positioned as the Group's basic management policies, we worked to improve performance and contribute to customers' digital transformation by proposing specific advanced solutions, including the use of RPA (Robotic Process Automation), a business-process automation technology, and the use of operational data through AI.」
In the third year of Transform2020, the company newly highlighted proposals for specific advanced solutions supporting customers' digital transformation, including the use of operational data through RPA and AI. - FY2020-Q1ReframedAnnual report
「Against this backdrop, the current fiscal year is the third year of the 4-year medium-term management plan Transform2020. With achieving the Transform2020 plan, launching work-style reform and transitioning to sustainable growth as the Group's basic management policies, we worked to further improve performance by expanding the businesses of the 7 growth businesses, WILD7 [cloud services, New SI (system development using new methods), security services, JB Software, healthcare (medical), 3D business and human-resources development services (training)], and supporting customers' digital transformation initiatives.」
In the third year of Transform2020, the company reorganized its policies from the previous basic approach around achieving the plan, work-style reform and the transition to sustainable growth. It continued to pursue expansion of WILD7 and support for customers' digital transformation as means of achieving these objectives. - FY2019-Q3AdvancedAnnual report
「In systems, the server-refresh and Windows 10 upgrade businesses remained firm. In the next-generation platform business, the company focused on high-value-added businesses, contributing to improved margins.」
As a specific development in transforming and adding value to the traditional business structure, the company focused on high-value-added businesses on its next-generation platform, contributing to improved margins. - FY2019-Q2RestatedAnnual report
「As this is the second year of the 4-year medium-term management plan Transform2020, we established transforming the business structure, clarifying priority areas and pursuing new initiatives as our basic management policies, and worked to further improve profitability by expanding the businesses of our 7 growth businesses, WILD7 [cloud services, New SI (new system development), security services, JB Software, healthcare (medical), 3D business and human-resources development services (training)], and supporting customers' digital transformation initiatives.」
In the second year of Transform2020, the company continued to pursue business-structure reform, expansion of WILD7 and support for customers' digital transformation as its basic policies. - FY2019-Q1RestatedAnnual report
「Against this backdrop, the current fiscal year is the second year of the 4-year medium-term management plan Transform2020. With transforming the business structure, clarifying priority areas and pursuing new initiatives as its basic management policies, the company is working to further improve profitability by expanding the businesses of its 7 growth businesses, WILD7 [cloud services, New SI (new system development), security services, JB Software, healthcare (medical), 3D business and human-resources development services (training)], and supporting customers' digital transformation initiatives.」
In the second year of Transform2020, the company continued to pursue business-structure reform, clarification of priority areas, new initiatives, expansion of WILD7 and support for customers' digital transformation as its basic policies. - FY2018AdvancedAnnual report
「The Group achieved its targets for revenue and operating profit in the consolidated fiscal year through initiatives including converting businesses into services through digital transformation, concentrating management resources, optimising Group management and continuously improving earnings. Achievement against the targets was 100.2% for revenue and 108.5% for operating profit.」
The company described progress toward achieving its net sales and operating income targets for the year through initiatives including the transition to services through digital transformation, concentration of management resources and optimization of Group management. - FY2018-Q3RestatedAnnual report
「As this is the first year of the 4-year medium-term management plan Transform2020, we established transforming the business structure, clarifying priority areas and pursuing new initiatives as our basic management policies, and worked to further improve profitability, with support for customers' digital transformation as a core focus.」
In the first year of Transform2020, the company continued its business-structure reform, clarification of priority areas, new initiatives and support for customers' digital transformation. - FY2018-Q2RestatedAnnual report
「In systems, businesses related to next-generation virtualization solutions and security contributed to profit, but revenue declined as the business shifted to the cloud.」
The company said that next-generation virtualization solutions and security-related businesses contributed to profit, reaffirming its focus on distinctive capabilities and higher value-added businesses. - FY2018-Q1AdvancedAnnual report
「In systems, the business involving next-generation virtualization solutions integrating servers and storage made a significant contribution to profit.」
As a specific initiative to transform and add value to the traditional business structure, the company explained that next-generation virtualization solutions integrating servers and storage contributed to profit. - FY2017ReframedAnnual report
「To achieve sustainable growth and enhance corporate value, the Group formulated the 4-year medium-term management plan Transform2020, beginning in FY2017. Under Transform2020, the Group established transforming the business structure, clarifying priority areas and pursuing new initiatives as its basic management policies. It is promoting the transition of its businesses to services through digital transformation and working to achieve its targets.」
The initiative to transform the traditional business structure has been reorganized under the 4-year Transform2020 plan around business-structure transformation, clarification of priority areas, new initiatives and the transition to services through digital transformation. - FY2017-Q3RestatedAnnual report
「As this is the final year of the medium-term management plan, we are pursuing further profit improvement through structural reform, following the previous year, while working to strengthen our distinctive capabilities through high-speed system development and the establishment of a cloud platform.」
In the final year of the medium-term management plan, the company continues to pursue structural reform, high-speed development, the establishment of a cloud platform and the strengthening of its distinctive capabilities. - FY2017-Q2RestatedAnnual report
「As this is the final year of the medium-term management plan, we are pursuing further profit improvement through structural reform, following the previous year, while working to strengthen our distinctive capabilities through high-speed system development and the establishment of a cloud platform.」
In the final year of the medium-term management plan, the company continues to pursue structural reform and strengthen its distinctive capabilities. - FY2017-Q1RestatedAnnual report
「As this is the final year of the medium-term management plan, we are pursuing further profit improvement through structural reform, following the previous year, while working to strengthen our distinctive capabilities through high-speed system development, the establishment of a cloud platform and IoT services.」
In the final year of the medium-term management plan, the company continues to pursue structural reform and strengthen its distinctive capabilities. - FY2016First statedAnnual report
「To achieve this, it is necessary to transform the traditional business structure while strengthening our distinctive capabilities.」
The company has identified a shift away from traditional businesses and the strengthening of distinctive capabilities as means of improving profitability.