Vision-AI List of News Articles

This article will be understood by reading (or watching the video)! "Not wanting to change" is the rationality that protects your company. I completely understand your feelings. The biggest fear is that even if you declare, "We're going to implement AI!", the workflow on the ground will drastically change, leading to troublesome adjustments and increased overtime for employees to get accustomed to the new manuals. In particular, the culture of "order, consensus, and decision-making" at the core of Japanese corporate organizations is not just an old custom. This is the defensive shield that has protected companies for a long time, and it is an important order that should not be changed easily. If you inflict pain on the ground with unreasonable surgical changes (such as merely introducing a system), the benefits of AI implementation will be blown away.

Just listening is easy! AI that cannot be avoided—effective for management and on-site operations, just listen! Understand AI and digital concepts clearly and let the audio flow over you. **Features** A radio program that will definitely eliminate the **"frustration of lagging behind"** to zero. You, the management, who are busy every day thinking "AI is impossible," while knowing what’s happening around you but choosing to ignore it. This attitude of maintaining the status quo could suddenly lead to management risks! It might be the biggest cause of declining trust from both inside and outside the company! This radio program provides the **"professional's guaranteed success structure"** systematized through AI, based on the know-how of a current business navigator with about 100 business improvement achievements over 8 years—an overwhelmingly effective radio! **Backing the decision-making power of managers**: Information that enhances the trust built by the president in business, the company, and customers through the simple power of AI! **Limited to alleviating on-site anxieties and the personalization of veteran knowledge**: By collaborating with AI for risk assessment, the content of the radio becomes more realistic! The period for newcomers to become independent is reduced by more than half. Standardizing the knowledge of veterans!

"AI can only do things like drafting emails, right?" "How do you even use AI in the first place?" This is definitely recommended for those people! It's an era where AI can easily summarize documents just by converting seminar materials into PDF! Short videos are also a must-see! This time, starting with the management level and including executive officers, we have reached a stage where we can shift that valuable "created time" and "successful experiences of AI utilization" towards solving management issues.

President, may I ask you a question? When you are at competitions or meetings where business leaders gather, are you able to respond immediately when a bank representative asks, "How is your recent progress on DX?" Many executives are still spending time on problem-solving based on past experiences, such as "labor management" and "employee retention." However, the evaluation criteria of financial institutions and industries have changed. What they are looking at is whether "technology" is integrated into the core of management, in addition to "people, goods, and money," and what the risk tolerance is. If your company is still trapped in "old customs" and is lagging in the essential integration of technology, it will quietly but surely cast a shadow on your loan interest rates and ratings. The fear of being marked as "not addressed" on the bank's DX checklist should not be ignored.

Many people may feel, "I've heard that AI is convenient, but I don't know where to start." Google's generative AI, "Gemini," is a powerful tool that can dramatically improve the efficiency of daily tasks. In particular, its capabilities in information gathering and creating drafts for documents are invaluable. This AI will become a member of your team, supporting the speed and depth of your thinking. This article will clearly explain the steps to get started with Gemini for those who have never used it or do not even have a Google account.

"How far can we get ahead of other companies with this?" As a department head in a Japanese small to medium-sized enterprise, you are likely overwhelmed by daily numbers and, while interested in new technologies, face the anxiety of "what will happen if we fail" and the practical barrier of "we can't get approval based on emotions." However, during this "wait-and-see" period, competitors are undoubtedly moving one step ahead. Automating operations is not just about cost reduction; it is an opportunity for **"taking our company to the next level and ensuring steady growth."** In this article, we will share the core ideas from successful case studies where automation has been implemented, solidifying the department's **"certain winning strategy."**

1. Director, are you just masking that stomach pain? "Well, that's how it is," "It's the upper management's policy," "Let's just endure it"—aren't you muttering that every day, Director Suzuki? The mid-sized manufacturing industry is currently facing an extreme risk of dependency on individuals due to a shortage of personnel and the aging of veteran workers. You are overwhelmed with assigning tasks to your subordinates and handling complaints, desperately trying to maintain short-term goals, but are you aware that behind the scenes, the "hidden costs" that no one speaks of are draining the life out of your company? This is the unavoidable future risk that, the moment an experienced veteran leaves, high-level operational procedures will become inconsistent, the quality of work will fluctuate, delays in delivery will become the norm, and in the worst-case scenario, the risk of bankruptcy due to labor shortages will arise. Thinking "we're fine" or "everyone is the same" is now a matter of life and death. The "dependency" your company is currently facing has already become a "fixed cost," meaning it has turned into a landmine that will inevitably explode someday.

1. Director, isn't that core system, **"a talisman"**? "We have ERP, so we're safe," "We can manage customers with CRM." Don't you think that, Director Suzuki? However, that "safety" might be a time bomb called "stopping thinking." For small and medium-sized enterprises, streamlining operations is as natural as breathing, and there's no need to discuss it now. The real problem is depending entirely on an old system that only accurately aggregates on-site data for **"strategic decision-making."** While the president (Mr. Tanaka) dislikes new things and wishes to maintain the status quo with "This is fine" and "It can't be helped," the market won't wait. By not moving, the competition is growing ahead, and a very simple pattern of collapse, where your company falls behind, has already begun.

1. Do you think "it has nothing to do with our industry"? President Tanaka (62 years old) of Yamato Industries often says, "It can't be helped," "This is good enough," "Shall we do our best?" and is indifferent about AI, claiming "it has nothing to do with our industry." Don't you think the same way somewhere? However, the latest data from Tokyo Shoko Research points out that this **"thinking that it's okay to maintain the status quo"** is the biggest enemy. In the first half of fiscal year 2025 (April to September), the number of corporate bankruptcies has increased compared to the same period last year, reaching a high level not seen in 12 years. Particularly, small businesses with fewer than 10 employees account for 90% of bankruptcies. Small and medium-sized manufacturing companies (such as auto parts manufacturers) are also becoming more susceptible to this wave as they are further downstream in the supply chain. This reality should not be accepted as your company's **"fate."** It is raw data reflecting the **"fear"** that has made "fixed costs" visible. For more, see below.

As a result of struggling every day without implementing AI, there has been an increase in companies exhausted from overtime recently. When you hear "AI implementation," you might imagine a large investment or a company-wide reform. However, what is needed now is not to **“change everything at once,” but to “first make one thing easier.”** For example, just having AI do a little bit of the work, such as inputting handwritten forms, drafting complaint emails, or summarizing meeting notes, will definitely reduce the workload. Delivered through a blog and audio! Of course, it's free. The link is below, scroll down.