Future Research Group on People and Organizations to Enhance Management Skills in the AI Era | For Executives and Next-Generation Leaders

Introducing a case study that achieved a 50% improvement in indirect business efficiency and zero work errors!

We would like to introduce a case where our management challenge resolution support service "exbridge" was utilized at Printing Company A. The company's inquiry was about wanting to cultivate DX personnel aimed at improving the efficiency of indirect operations and also to introduce learning content. In response, we introduced a company that offers a digital talent development program utilizing national subsidies for human resource development. This led to an increase in time dedicated to strategic operations. 【Case Overview】 ■ Inquiry Details - Desire to cultivate DX personnel aimed at improving the efficiency of indirect operations ■ Response Details - Introduced a company that offers a digital talent development program ■ Results - Achieved a 50% improvement in indirect operations efficiency and zero work errors *For more detailed case information, please download the PDF or feel free to contact us.

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Do not let training end with just learning. Transform your company's management challenges into reform plans.

Even if executive training is conducted, there are cases where "behavior does not change" and "it does not lead to solving the company's issues." What is important in the development of executives is not just to increase knowledge, but to think about the company's management challenges, raise questions, make judgments, and connect them to specific actions. In the "Future Research Group on People and Organizations," we objectively reassess our company's issues through dialogue with top executives and management from different industries. We aim for practical management talent development that does not end learning with "training," but connects the verbalization of management challenges to the company's reform initiatives.

• Management Seminar
• Management Seminar
• Management Skills Seminar

An era where AI provides answers. Towards individuals who can discover challenges, think, and take action on their own.

With the spread of generative AI, companies are being asked to change their approach to talent development. Simply learning how to operate AI tools does not lead to actual business operations or organizational transformation. What is important is to cultivate individuals who can discover challenges, ask questions, think, and take action. The "Future Research Group on People and Organizations" emphasizes the importance of "questioning" their own management issues through dialogue with top executives and management from different industries. They consider the necessary qualities of talent and organizations in the AI era and connect the articulation of their management challenges to reform initiatives.

• Management Seminar
• Management Seminar
• Management Skills Seminar

Why do organizations not change? Five points that management should reconsider.

Many companies that engage in organizational reform, talent development, and the introduction of DX and AI often find that "the organization does not change easily." The reasons for this may lie not only in the employees' mindset but also in the management's way of thinking and the structure of the organization. We will consider organizational transformation from five perspectives: sharing a sense of crisis, clarifying the purpose of reform, linking talent development with management issues, fostering a culture of independent thinking, and engaging in dialogue with external parties. The "Future Research Group on People and Organizations" aims to articulate its management challenges through dialogue with experienced managers and executives from different industries, leading to concrete reform proposals.

• Management Seminar
• Management Seminar
• Management Skills Seminar

What is needed for a successor is not just knowledge. It is to refine the "measuring stick" of judgment that makes management decisions.

For companies considering business succession, how to cultivate successors is an important management issue. Simply learning knowledge about finance and management strategies does not necessarily equip one with the ability to face management challenges without clear answers and make decisions. In successor development, it is crucial to think about the actual management issues of the company, to be exposed to the judgment criteria of experienced managers, and to have experiences of dialogue with executives from different industries. The "Future Research Group on People and Organizations" provides opportunities to ask questions, think, and make judgments, allowing individuals to refine their own "measuring stick for judgment" and connect it to their company's reform initiatives.

• Management Seminar
• Management Seminar
• Business Skills Seminar

Because there are no definitive answers in management, it is essential to refine one's own "measuring stick for judgment."

Business leaders are required to make decisions without clear answers on a daily basis, such as investing in new businesses, implementing AI and digital transformation, and developing human resources. It is important not only to increase information but also to have criteria for judgment regarding "what is important for the company" and "what to prioritize." In the "Future Research Group on People and Organizations," we engage with the decision-making criteria of experienced top executives and have dialogues about our company's challenges with management from different industries. By not relying solely on past successes and by posing essential questions, we refine our own "measuring stick for judgment" and connect it to our company's management challenges and reform initiatives.

• Management Seminar
• Management Seminar
• Management Skills Seminar

The more important the management decision, the harder it is to consult. External dialogue partners broaden the perspective of management.

Business leaders often find it difficult to consult within their organization on important decision-making and tend to feel isolated. This is where having an "external sounding board" becomes crucial, someone with whom they can discuss management issues candidly, free from conflicts of interest. Through dialogue with executives from different industries and those with management experience, they can re-examine questions like "Why do I think this way?" and "What is the real issue?" This process can reveal challenges and options that may not be easily recognized within their own company. The "Future Research Group on People and Organizations" emphasizes the importance of "questioning" their own management issues while sitting at the same table with top executives and leaders from different industries. This helps refine their decision-making criteria and connects the articulation of management challenges to reform initiatives.

• Management Seminar
• Management Seminar
• Management Skills Seminar

From a vague sense of issues to truly addressing the "management challenges" that need to be tackled.

"I want to change the company, but I don't know where to start." "I feel there are issues within the organization, but I can't explain the causes." To connect such vague problem awareness to concrete reforms, it is important to articulate the management challenges that the company truly needs to address. We will organize this through five steps: visualizing the problem awareness, digging deeper into the causes, understanding the impact on management, incorporating external perspectives, and clearly defining the issues to tackle. In the "Future Research Group on People and Organizations," we will re-examine our company's problem awareness through dialogue with top executives and management from different industries, linking specific management challenges to reform proposals.

• Management Seminar
• Management Seminar
• Management Skills Seminar

Don't just end with 'I learned something.' Connect the insights to your company's management reform.

Even if you learn new knowledge and ways of thinking at a management seminar, it may not translate into practice when you return to your daily operations. What is important is to replace the learned content with your company's management challenges and connect it to specific actions and reforms. The "Future Research Group on People and Organizations" is not a training session where you simply listen to lectures. Through dialogue with top management experienced individuals and executives from different industries, we question and think about our company's management challenges. Over the course of four sessions, we aim to concretize management challenges and connect them to our company's reform plans and execution.

• Management Seminar
• Management Seminar
• Management Skills Seminar

Re-examine management issues that are not visible within the company through dialogue with different industries.

When discussing management issues solely within the company, it can become difficult to break free from the company's common sense and past successful experiences. Engaging in dialogue with executives from different industries allows for a re-examination of ideas that may have been taken for granted within the company and provides a different perspective on management challenges. In the "Future Research Group on People and Organizations," top executives and management from various industries gather around the same table to question, discuss, and contemplate their company's management issues. The goal is not merely to network, but to articulate management challenges and, while gaining external feedback, connect them to decisions and reform ideas that are suitable for the company.

• Management Seminar
• Management Seminar
• Business Skills Seminar

Do not choose based solely on current achievements. Assess candidates for executives who will be responsible for future management.

In developing the next generation of executives, it is important to consider "who to select as executive candidates" before starting training. Just because someone currently has high performance or is an excellent manager does not necessarily mean they are suitable for future executive roles. It is necessary to look for potential in areas such as a company-wide perspective, decision-making ability, the capacity to ask questions, flexibility to accept differing opinions, and the ability to translate learning into action. In the "Future Research Group on People and Organizations," we engage in dialogue with top executives and management from different industries to question and reflect on our company's management challenges, while honing the perspectives and judgment skills needed for the next generation of management talent.

• Management Seminar
• Management Seminar
• Management Skills Seminar

In the age of AI, it's not just employees who need to relearn; business leaders themselves must sharpen their judgment skills.

As the business environment undergoes significant changes due to the spread of generative AI, digital transformation (DX), and a shortage of human resources, business leaders and executives are being called upon to relearn. What is important is not just to remember how to operate AI, but to view AI and DX as part of the business strategy, and to rethink talent development, organizational building, and decision-making. In the "Future Research Group on People and Organizations," we engage in dialogue with top executives and leaders from different industries to question and reflect on our own management challenges. In an era where AI provides answers, we aim to pose fundamental questions, refine our own judgment criteria, and connect this to actual management reform.

• Management Seminar
• Management Seminar
• Management Skills Seminar

From individuals who wait for instructions to those who can ask questions, think, make judgments, and take action on their own.

In an era of rapid change, there is a demand for "autonomous human resources" who can not only wait for instructions from their superiors but also discover challenges on their own, think critically, make judgments, and take action. The key points for development are to pose questions rather than provide answers, share the purpose of work, use actual challenges faced by the company as development themes, and create an environment where learning from challenges is encouraged. At the "Future Research Group on People and Organizations," we engage in dialogue with top executives and management from different industries to question and reflect on our company's management challenges. We aim to cultivate management talent capable of posing their own questions, making judgments, and driving the organization in the age of AI.

• Management Seminar
• Management Seminar
• Business Skills Seminar

Simply introducing AI will not change a company. When people grow, the organization changes.

While the introduction of AI technologies, including generative AI, is progressing, there are cases where simply implementing tools does not lead to organizational transformation. What is important is to connect AI implementation with management issues, business reform, and human resource development. The focus should not be on "what to use AI for," but rather on "which management issues will be solved by AI." In the "Future Research Group on People and Organizations," we question and contemplate our own management challenges through dialogue with top executives and management from different industries. In an era where AI provides answers, we aim to cultivate management personnel who can pose questions, make judgments, and drive organizational change.

• Management Seminar
• Management Seminar
• Management Skills Seminar

From managers who only focus on their own departments to management personnel who consider the future of the entire company.

Managers responsible for next-generation management are required to have a "management perspective" that considers not only the results of their own department but also what is beneficial for the entire company. It is important to perceive management numbers as materials for decision-making, think from the standpoint of other departments, and cultivate the ability to make judgments on issues that do not have clear answers. In the "Future Research Group on People and Organizations," we consider our company's management challenges through dialogue with top management experienced individuals and executives from different industries. This is a practical research group aimed at department heads and executive candidates to think beyond their own departments about the entire company and its future, aspiring to grow into next-generation management talent.

• Management Seminar
• Management Seminar
• Management Skills Seminar

Management training should not be "learn and finish." It should cultivate the ability to question, think, and make judgments independently.

In the development of managers and next-generation management talent, it is important to choose a format that aligns with the objectives of the training. Management training can be categorized into "lecture-based," where knowledge and theories are systematically learned, and "dialogue-based," where participants question, think about, and discuss their company's management challenges. The "Future Research Group on People and Organizations" is not a training program focused on one-sided lectures. It brings together top management experienced individuals and executives from different industries to engage in dialogue about their company's management issues. In an era where AI provides answers, the aim is to cultivate management skills that enable individuals to pose questions, make judgments, and connect to concrete reforms.

• Management Seminar
• Management Seminar
• Management Skills Seminar

Engaging in dialogue with executives from different industries to question our own assumptions and broaden our management perspective.

If you continue to think about management issues only within your company, your ideas and criteria for judgment may become biased towards your company's common sense. Dialogue with executives from different industries provides an opportunity to reassess your company's norms, learn from other companies' examples, and gain new perspectives on management. In the "Future Research Group on People and Organizations," top executives and management from various industries gather around the same table to focus on "questioning," "dialoguing," and "thinking" about their company's management challenges. This is not just a simple exchange of business cards; it is a practical research group that helps to concretize your company's management issues and reform ideas while gaining external perspectives.

• Management Seminar
• Management Seminar
• Management Skills Seminar

Connectors exist in very large numbers in the world. It is very difficult for customers to find connectors that match their specific applications from among them. The "Product Finder" on the ODU website serves as a tool to help find the right connector products. You can search for the optimal connector from various approaches, such as matching it to your cable, electrical specifications, waterproofing, etc. The connectors you search for will provide information on electrical specifications, durability, and also CAD data. In the online seminar, we will introduce how easy and quick it is to search for connectors using the "Product Finder" in a live format. ------------ Date and Time: November 19, 2026 (Thursday) 14:00 - 14:35 Venue: Online (A URL for the venue will be sent via email after you register) Speakers: Miho Kato, Sales Department, Kamex ONE Co., Ltd. Masaru Kimura, Sales Manager, ODU Japan Co., Ltd. ------------

KAI Group will be exhibiting at the "Advanced Materials Technology Exhibition 2026" held at Tokyo Big Sight. This exhibition widely introduces advanced materials and technologies in the industrial sector, covering everything from materials to their processing. It provides an essential venue for business discussions that are crucial for the development of new technologies and products in advanced fields. We plan to showcase industrial blades, cutters, and scissors with exceptional sharpness, leveraging the technology we have cultivated through our razor products. We sincerely look forward to your visit.

We will be exhibiting products that have undergone surface treatment through thermal spraying. Specifically, we will showcase products that have been ceramic thermally sprayed on metal rolls and aluminum alloy products that have undergone hard surface treatment. We provide a comprehensive service for thermal spraying repairs of parts that have lost thickness due to wear, surface modification of metal components, and other related machining processes. Exhibition Dates: November 11 (Wednesday) to 13 (Friday), 2026 - 3 days Opening Hours: 10:00 AM to 5:00 PM Venue: Tokyo Big Sight, East Hall 2

Kinoshita Corporation will exhibit at "N-Plus 2026," held at Tokyo Big Sight from November 11 (Wednesday) to 13 (Friday), as a member of the Japan Nonwoven Fabric Association's joint pavilion. In this exhibition, we will introduce a wide range of products, including the water-soluble and biodegradable nonwoven fabric "Haibios," themed "Returning to Paper," as well as the pulp nonwoven fabric "Kinari-to," which can be thermoformed. Additionally, we will have a mini sound absorption experience corner where you can actually test the differences in sound using our pulp-based sound-absorbing material "Otocell." We will showcase the various possibilities of our airlaid nonwoven fabrics through actual product displays and demonstrations. Please come and see our products and samples at the venue.

We will be exhibiting at the 46th Nano Testing Symposium (NANOTS2026) held at the Senri Life Science Center in Toyonaka City, Osaka Prefecture! Booth: Senri Room (6F) No. 28 We will be introducing our latest analytical technology services, so please stop by! We sincerely look forward to your visit.