Cases

We supported a major bank in adopting cloud services, achieving improved operational efficiency and security. We enhanced the company-wide cloud usage and strengthened competitiveness through the operation and improvement of the CCoE organization.

We developed and promoted specific measures to realize the next generation of sales offices. This included designing business workflows and customer pathways, as well as refining store expansion plans.

We considered a solutions business to assess the potential for improving ESG scores along the value chain of corporate activities.

We supported collaboration negotiations with a Silicon Valley startup to implement AI in administrative areas. This included conducting research, developing negotiation strategies, devising negotiation points, and supporting the actual negotiations in the U.S.

The Indian home appliance market is competitive due to its size and low entry barriers, and it is a key market for predicting future global trends. We derived three main scenarios for entering the Indian market.

We utilized rapidly evolving generative AI for system maintenance and operation. Based on a survey of leading companies' activities, we formulated a plan for the client to implement generative AI. We promoted requirement definition and the selection and implementation of products in areas such as coding support and maintenance and operation ticket management. We completed system integration for custom development and achieved a 15-20% reduction in labor required for maintenance and operation.

We formulated a vision and roadmap for the smart factory of the future. This involved conducting technology trend research and estimating the effects of using AI, IoT, and other technologies.

Starting with human-caused issues in SI operations, we defined operational rules aimed at improving quality. In addition to formulating the rules, we supported the client organization in embedding these operations.

We categorized recurring business models and mapped all of the client's businesses. Examined the applicability of digital transformation.

As a countermeasure to the decline of existing businesses, we planned to launch a new DX business overseas. Based on insights obtained through detailed market research, we executed the development of a business model backed by a solid strategy.

Following a carve-out through M&A, the client aimed to exit the core retail business system from its hosting environment. From the perspective of QCD—such as stable system operation, total costs including operations, and synchronization with the carve-out schedule—we chose modernization through rehosting as the exit strategy. In the retail industry, where even brief system downtime is unacceptable, we developed a detailed migration plan and completed the migration without issues. The transition to an open environment also contributed to reducing operational costs.

We aimed to integrate the IT infrastructure into a global system to align domestic business processes with global standards. To achieve this integration while reducing costs, we engaged overseas vendors for project planning and execution. Under our leadership, successfully standardized infrastructure at over 100 locations. In addition to leading the project, provided high-value-added services through technical consultation.

The client’s mission-critical systems, including the mainframe, were built and operated on-premise, with subsystems configured for each business unit. To renew the mission-critical system, we first promoted cloud migration and the elimination of the mainframe. As a quality assurance measure, established a comparison test environment utilizing cloud characteristics and conducted rigorous testing to ensure stable cloud migration. Subsequently, reorganized the system into microservices for each business operation and renewed the mission-critical system. By leveraging different clouds according to their characteristics, achieved a multi-cloud approach.

We supported the growth strategy of a client operating one of the largest food delivery services in Japan. With over 100,000 affiliated stores across all 47 prefectures, we were responsible for planning and implementing new services and functions amid intensifying competition. Measures based on the growth strategy included renewing the website and smartphone app serving as the food delivery platform and displaying delivery status on a map. We provided extensive support from the planning and concept stage to the implementation stage, helping the client enhance market competitiveness and achieve sustainable growth.

Utilizing the data management platform, we planned data marketing strategies that expanded the range of data used. Also developed marketing scenarios and promoted the implementation of the system.

Supported the product development of a quick commerce service, which was the top DX initiative for a major domestic retail chain. We were responsible for ideation of feature expansion aimed at improving product-market fit and scaling up nationwide, as well as managing development during the implementation phase. Additionally, introduced agile development methodology to quickly incorporate customer needs into the product for UI/UX improvements. Formulated the structure, process, and rules for parallel development with existing processes and provided support to the product owner.

Explored new business opportunities utilizing the facilities and environment of the space station. Involved potential partner companies and developed business ideas in a workshop format. Several ideas progressed to detailed consideration.

We supported the development of a customer data infrastructure to provide high-quality services at all touchpoints before and after travel. By synergizing with the client's corporate culture, which focuses on the customer perspective, we created moving experiences for customers.

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.