Cases

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.

We led the planning of target persona definition and marketing measures for a new real estate investment product utilizing STO (Security Token Offering).

We were planning to develop an urban area using a unique AI-based method, the first of its kind in Japan. It aimed to promote future-oriented urban development by integrating various stakeholders and strengthening coordination and collaboration with each party.

Given the current situation where the factors behind increases in logistics costs were unclear, we formulated the management process to address these issues. We visualized logistics costs through data analysis and estimated potential cost reduction opportunities.

We promoted two approaches—enhancing cost management transparency and identifying variable cost pools—using a framework based on purpose and method. This was detailed into entry, exit, and validation gates.

We promoted the reconstruction of infrastructure systems in the front-end of equity derivatives trading operations to improve operational efficiency and reduce labor.

To bring the new logistics center concept to fruition, we defined the objectives and developed a plan for introducing logistics robots. We then integrated this plan into the digitalization strategy for the new logistics hub.

Transportation company is planning a new business venture to sell its in-house developed data science technology. We designed the marketing and sales approach for external sales from both methodological and organizational perspectives and provided implementation support.

We promoted the development and demonstration of a drone traffic management system. Successfully demonstrated safe long-duration flights to facilitate early logistics and commercial use.

We led the "organizational redesign" to transform the organization into one that is highly agile and adaptable to the VUCA era. Agile working methods were implemented to achieve principle-based business execution.

We developed a chatbot that references past reports to streamline safety measures. We defined non-functional requirements and data lifecycle operations, and supported company-wide deployment.

To position the company as a global CX pioneer, we defined the maturity level of CX promotion, assessed the current situation, and then formulated and executed priority promotion areas and a company-wide implementation roadmap.