Under its SF2030 long-term vision, OMRON is transitioning to new businesses based on devices and data utilization. It has established 3 pillars for its human-resources initiatives, centered on thoroughly executing the basics in day-to-day operations.
OMRON has established its SF2030 long-term vision and set out a policy of transitioning its business model from "products" to "products plus services" by 2030. The company aims to develop new businesses by utilizing data obtained from devices. It also plans to transform its business processes in response to advances in AI.
"Thoroughly executing the basics" is regarded as important in advancing structural reform. The stated approach is to organize principles and fundamentals and thoroughly execute basic operations, thereby enabling employees to take on challenges. In human resources, the 3 pillars are optimizing the talent portfolio, producing business leaders, and thoroughly differentiating evaluation and compensation. The company explained its policy of implementing these measures steadily.
The 3 elements identified as required mindsets and behaviors going forward are an ownership mindset, self-directed development of basic business skills, and Try & Learn. The importance of questioning capability in enhancing managers' influence was emphasized. Initiatives to make dialogue and questioning work on a foundation of psychological safety were also introduced.
The current and future roles of AI were also discussed, with the Human Resources Department expected to execute strategy based on data utilization and insight. The future direction of human resources over the next 10 years was described in terms of linking strategy with execution, devising ways to measure results, and emphasizing soft skills.
Overall, OMRON's human-resources function is presented as setting out specific measures and a leadership approach to enhance the execution capabilities of the entire organization in line with its long-term strategy.