The second part of the feature on Hitachi, Ltd.'s business portfolio reform analyzes the use of the Lumada platform, the acquisition of GlobalLogic and the review of talent programs including Future50 from a business management perspective.
This article, the second part of the feature in Nikkei Business, examines Hitachi, Ltd.'s sense of urgency from a business strategy perspective. Professor Numagami Tsuyoshi (沼上幹) explores the essence of corporate transformation, focusing on Hitachi's business portfolio reform.
The analysis examines the direction of corporate transformation through the positioning of Lumada as a common platform, the creation of synergies between businesses and portfolio reorganization. The focus is on the role Lumada plays as an organization-wide platform and how it supports the reshaping of the businesses.
It also explains how Hitachi is seeking to rebuild its sources of competitiveness and talent base through the acquisition of GlobalLogic and the review of Future50, its talent development program. The issue is how these measures will be integrated and lead to long-term corporate transformation.
By incorporating a business management perspective, the article provides clues for interpreting the business insights it contains. It offers an academically informed explanation of the essence of the organizational transformation Hitachi is pursuing.