Cases

The client’s systems were built and operated separately depending on the development period and department, resulting in different architectures, underlying technologies, and data centers. This complexity made system integration challenging and led to operational issues, such as high costs for running multiple data centers. With an eye on future system renewal and modernization, we first planned and executed the cloud migration of the systems in the data centers. We focused on organizing the migration targets and managing each project. For systems without a vendor, Baycurrent handled everything from system assessment to architecture design, migration, and operation. Completed the lift-up of all systems in about two years.

We supported the development and implementation of standard guidelines for AWS cloud usage within client companies. By combining client-specific scenarios, considering industry and business characteristics, with cloud best practices, our goal was to create practical and actionable guidelines that go beyond theoretical recommendations. These guidelines were developed in collaboration with the client's IT team. After formulation, provided comprehensive support for applying them to new systems and refactoring existing ones.

The recent rise in food and utility prices had put pressure on the profits of major retailers' directly managed stores and franchise operations. In response, we urgently needed to implement company-wide cost reduction measures. Devised and executed strategies for cost reduction across the organization. Visualized the cost structure from procurement to delivery, store operations, and after-sales service, and collaborated with each department to promote process improvements. As a result, achieved cost reductions of several hundred million yen within the first year of the project and realized an additional several hundred million yen in reductions the following year.

To address governance challenges at a US subsidiary acquired through M&A, we began by identifying the differences between the Japanese headquarters and the US subsidiary. Using a global management framework as our lens, we conducted an on-site audit of the US subsidiary’s office and factory in Chicago. Key issues identified included factory and warehouse operations and information systems management. To develop a governance model acceptable to both Japan and the US, we devised a new approach to address these differences, successfully resolving the governance dysfunction.

For a client aiming to become number one globally, we unified overseas business processes and systems to promote consistent management. Supported the entire process, from system construction and setup to deployment in business departments.

By unraveling the mechanisms of "memory," including short-term and long-term memory, we designed a framework to influence customers' emotions. We applied this framework to specific cases of “emotional CX” both domestically and internationally and identified key points for translating it into actionable measures. After determining the desired emotional impact, developed strategies to achieve “emotional CX” in B2C products. Throughout the planning process, also initiated transformations in business processes, organizational structures, and IT infrastructure, leading to a successful transformation in the client’s customer experience.

Aiming to transform the customer experience, we identified issues from the patient journey and promoted omnichannel strategies to address them. We also supported the development of tracking models and the design of PDCA cycles.

We promoted the medical data platform business from conception to launch, including formulating business models, conducting user needs surveys, and developing system infrastructure.

We supported identifying issues through a detailed analysis of customer journeys, designing measures, and formulating plans. By integrating the perspectives of both doctors and patients, contributed to the realization of a Patient-First approach.

To address the challenge of continuing to operate an aging system, we developed a blueprint for a next-generation system that combines ERP, WMS, and WCS functionalities.

We conceptualized a strategy to monetize the novel Direct Air Capture (DAC) technology owned by an automotive parts manufacturer through collaboration with external companies. After evaluating the technology's uniqueness and advantages, we were exploring partnerships with promising companies.

Based on the trends in the V2X market, we created a To-Be model that took into account the utilization of customer assets and the complementation of insufficient capabilities. In areas where a launch was possible in the near future, we designed a detailed model including operational aspects.

We provided comprehensive support for the operation and maintenance of ServiceNow to address the growing number of applications on the platform. Strengthened collaboration with the development team to streamline application releases, data migration, and inquiry handling. Additionally, ensured stable system operation by managing infrastructure tasks such as app upgrades and troubleshooting. Achieved standardization and efficiency in operational tasks by documenting previously individualized work and ensuring traceability.

We facilitated the migration of systems to the public cloud to move away from the aging existing on-premise data center. Supported the entire process, from design review to construction, migration, and operation.

We recommended potential alliance candidates to the client, who was seeking partners for their cloud business. Also supported negotiations with each candidate company, contributing to the expansion of the alliance.

To improve management and business efficiency, we focused on the asset costs of the existing on-premise data center business. To move away from this high-cost structure, decided to adopt a non-asset approach. As part of this strategy, we planned to withdraw from the existing data center business and launch a new cloud business. In response to the management’s decision to shift from existing businesses to new ventures, contributed by providing environmental analysis and formulating strategies and plans.

For a customer-focused product experiencing sluggish sales despite its growth potential, we addressed both enhancing added value and strengthening sales strategies. We provided comprehensive support, from strategy formulation through to sales support.

We analyzed customer insights to enhance the functionality of existing billing solutions and incorporated non-IT services into the product. This approach led to product upgrades that addressed customer needs from every angle.

With the aim of revitalizing the market, we conducted a detailed analysis of the current situation. Using this as a foundation, we formulated business hypotheses, developed service concepts, and supported their integration into business plans.

We organized the job types and skill maps for digital talent required to drive DX at each business unit. Subsequently, we consolidated the scattered digital and IT talent from each business division into the holding company and allocated them optimally.

When an energy company was launching a new business, they planned to establish a JV with a company possessing maintenance capabilities. The intention was to use the partner’s maintenance system for the JV. However, there were numerous concerns, such as security vulnerabilities and whether the architecture would ensure connectivity with their own system. We therefore conducted due diligence on the partner's system, including its code and settings. This contributed to the decision to proceed based on the premise of utilizing the maintenance system.

To accelerate DX, we established a digital CVC to invest in digital-related startups. We actively invest in startups that contribute to our DX initiatives and strengthen our capabilities through capital alliances and M&A. Additionally, we carried out self-disruption by forming capital alliances and M&A with potential disruptors that could threaten their business. Through these activities, we reorganized our business portfolio and create new business domains.

We collaborated with VCs to organize startup trends in domains related to our company. In particular, we identified areas with significant VC funding as growth domains and apply these insights to our growth strategy.

We explored and visualized proposal opportunities for the government's digital regional revitalization initiative. We focused on new entrants into the e-sports field and developed a business model based on government trends.

Explored the unique digital value that cannot be experienced through real-life concerts, for both artists and audiences. Defined new standards for music and live performances and commercialized them.

Identified differences in TV manufacturing costs at the material level. Investigated the factors causing these cost differences through supplier interviews. Developed strategies based on the varying levels of supplier involvement.

Defined the type of talent needed in the future based on market and competitive trends. Identified the gap with the current talent portfolio and formulated an organizational HR strategy to achieve the desired talent portfolio.

Formulated and verified a hypothesis for a carve-out scheme for non-core technologies and developed a work plan. Aimed to monetize by utilizing the diverse technologies of a major high-tech manufacturer.

Developed a strategy to deploy IoT solutions to medium-sized manufacturing companies in Thailand. Identified priority customer segments and local channels, and discovered potential partners for expanding functions.

Explored entry into China, the world’s hottest robotics market. Focused on personal robots in the education and medical fields and formulated a business model and development roadmap.