[Column] When the President Leaves the Field, It Becomes a Turning Point

I would like to introduce a column article.

The founder and president, struggling to survive, suddenly realizes that the annual sales have reached 700 to 800 million yen. Up to this point, the company has grown with a sense of unity centered around the president's leadership. The key characteristic at this stage is the turning point where the president begins to step away from the front lines. In other words, it is also the time when the entrepreneur starts to shed their role as the head of sales and production and begins to challenge themselves with the responsibilities of management. This turning point brings about changes within the company, and the inability to adapt to these changes prevents them from breaking through the 1 billion yen (with 30 employees) barrier. The speed of a company's growth is significantly faster than the speed of individual growth. Furthermore, the growth speed of the entrepreneur is notably faster than that of the employees, which creates distortions in a growing company. The president tries to challenge themselves with the true responsibilities of management but begins to have concerns about their vision and the capabilities of veteran executives. They implement various measures, but the frustration of not succeeding leads to a sense of irritation for the entrepreneur. In other words, the desire of the entrepreneur to create a company that feels like a proper company, combined with executives who cannot respond to this and internal systems and strategies that are not functioning well, obstructs the path to breaking through the 1 billion yen barrier.

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