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Organizational Work Capability: The Critical Challenge of Organizational Management for the Growth of Small and Medium Enterprises

Organizational Work Capability: The Critical Challenge of Organizational Management for the Growth of Small and Medium Enterprises

Organizations need a common set of values to facilitate movement among people!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will check the current rules, standards, and operational status necessary for a company to function as an organization, rather than just a personal shop, and provide our proposals. Managing an organization is not only about creating systems and frameworks but also about continuously injecting a common set of values to prevent the team from becoming rusty. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on-site in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

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Organizational Work Ability <The Golden Rule for Creating Performance>

Organizational Work Ability <The Golden Rule for Creating Performance>

A system is needed to manage decisions within the framework of tactics!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will review the current rules, standards, and systems necessary for a company to operate as a proper organization, rather than just a sole proprietorship, and provide our proposals. For medium and small enterprises, there are golden rules for creating performance, and these flow through five key points: departmental policies, product strategies, tactics, operations, and environmental improvements. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for creating performance on-site in small and medium enterprises *For more details, please download the PDF or feel free to contact us.

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Signs of Deteriorating Performance and Defensive Measures of the Company

Signs of Deteriorating Performance and Defensive Measures of the Company

The key is to build measures that enable early detection and early treatment!

We would like to introduce our consulting theme, "Signs of Deteriorating Performance and Defensive Measures." By analyzing past complaints and periods of performance decline, we will construct the symptoms and countermeasures related to signs of deteriorating performance. By picking up on the issues related to signs of performance decline, we can promote problem-sharing and visualization among all employees, enabling early countermeasures. 【Implementation Themes】 ■ Explanation of bankruptcy trajectories ■ Improvement exercises for companies with actual performance decline ■ Considering signs of deteriorating performance in our company ■ Discussion and creation of defensive measures for signs of deteriorating performance in our company ■ Explanation of signs of deteriorating performance and defensive measures in our company *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant

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Development of a Human Resource Development System

Development of a Human Resource Development System

Set what jobs can be done at what level for each target hierarchy within a certain period!

We would like to introduce our consulting theme, "Human Resource Development System Formulation." We will develop a manual for nurturing talent that allows anyone to grow to a certain level, thereby training new employees. If the teaching methods vary among instructors, even with a set theme to be mastered within a certain period, the growth of new employees cannot be expected. We will build a human resource development system from the perspective that anyone can teach and help new employees grow to a certain level. 【Implementation Themes (Partial)】 ■ Explanation of the Human Resource Development System ■ Formulation of tasks to be mastered by each department over specific periods ■ Verification of consistency in tasks to be mastered across the company over specific periods ■ Formulation of methods for mastering tasks over specific periods ■ Establishment of a mentoring system ■ Completion of the new employee training curriculum *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant

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[Column] How to Promote Mid-term Management Plans (3) Creating Multi-layered Performance

[Column] How to Promote Mid-term Management Plans (3) Creating Multi-layered Performance

I would like to introduce a column article.

The way small and medium-sized enterprises fight is often focused on "short-term battles." As a result, short-term strategies tend to dominate, making it difficult to succeed in mid-term developments. Realistically speaking, the driving force behind mid-term product development is also the promoter of annual performance. It is challenging to dedicate oneself solely to mid-term developments. However, if mid-term developments are not pursued, relying only on existing methods will lead to a decline of "10-20%." Therefore, it is essential to engage in both annual performance creation and mid-term development simultaneously; otherwise, there will be no growth in the mid-term. Since there is no specialized function for thinking about and implementing management strategies, a "superman" is needed temporarily to compensate for this gap. This presence creates the history of the company. They are the executives and the senior management.

  • Management Seminar
  • Management Seminar

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[Column] There is no system for managing the organization.

[Column] There is no system for managing the organization.

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As the company grows, the workload increases, but an increase in personnel does not necessarily indicate company growth. Training new employees takes time, which can lead to decreased productivity and increased waste. Managers often find themselves overwhelmed with managing their subordinates and become engrossed in on-site operations, leading to exhaustion. This phenomenon is particularly evident in growing companies, where the company may appear to be thriving, but the on-site situation is chaotic. Due to the absence of a system for managing the organization, the company functions like a collection of individual enterprises. Each time the company hits a wall in its growth process, it is necessary to reassess the approach to management. During the startup phase, the president directly manages the operations, but during a period of rapid growth, the role of department heads becomes essential. Once the company enters a stable phase, an organizational chart is established, and departments are solidified; however, it is difficult for the president to step back from on-site management, resulting in many companies being unable to overcome growth barriers. The key points for management in growing companies are to ensure that the number of personnel and the rules and systems are aligned with the increase in workload, as well as for the president to shift away from an on-site-centric mindset and focus on building the company’s structure. Companies that wish to expand healthily must build management techniques appropriate to their scale.

  • Management Seminar
  • Management Skills Seminar

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[Column] Unique Strategies of Our Company

[Column] Unique Strategies of Our Company

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Long-established shops and companies have something in common. That is, the name of the shop or company is more well-known than the name of the owner. Of course, in the early days of establishment, it is the founder's strong personality that paves the way and creates the foundation. As this foundation is passed down through generations, the basic model of the shop or company is formed, solidified, polished, and ultimately, a "unique way of fighting for the company" is established. So, what is necessary for companies with a short history, meaning those currently managed by their founders or second-generation companies? First, it is essential to create a basic model for the company's way of fighting. This basic model is the theory = principles and rules for the company to continue to thrive. It is important to bring this to a level where one knows it, understands it, and can execute it. To illustrate the theory with a baseball example: in the bottom of the ninth inning, with a score of 2 to 1 against, and no outs with a runner on first base, the theory would dictate that the batter should lay down a bunt to advance the runner to second base. Winning teams can execute this reliably, which is why they win. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.

  • Management Seminar

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