Cases

Due to the decline in customer experience caused by the slow speed and poor quality resulting from the complexity of administrative tasks, we investigated mechanisms used by leading global companies to mitigate complexity. We found that many companies use measurements of customer response speed to identify sources of complexity. Based on these findings, we assessed the current methods used by the client to identify issues and promoted the integration of speed measurements into their business operations.

We revamped the digital marketing system fundamental to CX improvement and reviewed customer-facing measures. Updated customer segments, databases, and marketing scenarios.

We implemented a program to develop data utilization skills for the insurance industry. We provided both classroom and practical training, equipping sales staff with the ability to use data to solve client problems.

Based on the results of the 3C analysis and a survey of subsidy trends, we selected promising low-carbon materials in terms of monetization and CO2 reduction effects, and developed a concrete business model proposal. We also established the implementation logic for LCA in CO2 reduction.

To expand the data business utilizing medical data held by insurance companies, we sought ventures with medical data infrastructure and pursued a carve-out acquisition of the business.

To achieve efficient UAT without relying on the IT department, we selected the optimal RPA and developed an automated UAT system. Established the fundamentals for knowledge transfer and modification rules during RPA implementation and promoted RPA adoption by the client. We first evaluated multiple RPA products and selected a tool that was easy to develop and maintain. Developed and demonstrated a UAT robot within a short period, leveraging knowledge from past projects to achieve rapid deployment. This enabled the automation of testing large volumes of data, significantly improving business efficiency.

To commercialize groundbreaking technology that enables the low-cost transportation of hydrogen, securing a critical component was essential, but competition for this component was intensifying. To find a global supply chain partner, we created a long list of candidate companies and evaluated them for their technology level and strategic alignment. We then investigated the shortlisted companies, initiated initial negotiations, and specified the issues to be addressed and how to overcome them.

As resource circulation accelerates globally, we envisioned a new business utilizing waste plastic processing technology. Identified priority countries based on regional characteristics and developed a business concept based on player trends.

In line with the procurement cost reduction framework, we conducted a thorough review of the unit prices and frequencies of all indirect materials, achieving cost reductions beyond what we had committed to the client.

We made operations that had long relied on "intuition and experience" more efficient by backing them up with past data. We supported the creation of highly "feasible" use cases, their prioritization, and the construction of prototypes.

We planned digital services to provide peace of mind to customers before and after the compensation provided by non-life insurance. This approach contributed to increased trust in the company and supported cross-selling and up-selling.

We redesigned customer touchpoints by utilizing all real and virtual channels. By combining the attention to detail of the real world with the responsiveness of the virtual world, we delivered the optimal purchasing experience.

Following an M&A at the global parent company, we transferred the system infrastructure in the US from the acquiring company. Developed a plan to migrate the system to a data center located several thousand kilometers away. Meanwhile, in Japan, we conducted repeated testing and migration rehearsals over a period of more than a year to ensure stable business operations on the new system infrastructure. During the go-live phase of the migration, we established a war room between the US and Japan, completing the migration work without any issues over a 72-hour period.

With the release of a new product, we revamped the product website and supported improvements to existing operations surrounding the site. We ensured stable operation from launch through maintenance and contributed to the efficiency of the client's operations.

Aiming to promote DX in factories, we formulated an ideal model. Analyzed the gap between the current situation and the ideal, proposed use cases to bridge that gap, and supported the development of methods to measure their effectiveness.

At a system subsidiary of a major credit card company, we implemented optimization of running costs due to unclear classification of system operation costs, with approximately 70% of costs being unclear. We reorganized the accounting items in the budget and standardized the granularity of the breakdown to identify high-cost areas, thereby promoting visibility into the cost structure. Additionally, we broke down contracts into elements based on quantity, quality, and unit price, and conducted vendor negotiations based on examples from other companies and market prices. Through meticulous adjustments, we achieved cost reductions amounting to hundreds of millions of yen.

We planned a service that uses image recognition AI to detect foreign objects mixed in scrap iron. We also managed vendors for system development and launched the service after implementing measures to accelerate AI learning.

We summarized interviews with prominent professors, startups, government agencies, and other experts to develop a forecast for AI technology. Based on this forecast, we categorized "what AI can do" into short-term, medium-term, and long-term capabilities. Use cases were expanded by mapping the power company's business domain on the vertical axis and "what can be done with AI" on the horizontal axis. These use cases were evaluated for their business impact and incorporated into a roadmap and action plan. We made efforts to advance the realization of near-term use cases.

To protect IT services from cyber threats, we promoted monitoring and system improvements using an attack detection system. We also advanced countermeasures against detected attacks and implemented automation to reduce the workload of monitoring operations.

In the context of the green transformation trend, we were revising the revenue structure of our existing energy business to allocate cash to new energy ventures. We were reassessing the earnings structure across the entire business and promoting cost structure reforms without preserving any sacred cows. On a B/S basis, reviewing assets with poor efficiency, and on a P/L basis, identifying wasteful business expenses. By addressing both B/S and P/L aspects, transforming into a lean business structure that can generate cash stably and efficiently without compromising the value the company provided to customers.

With the recent escalation of cyber threats, traditional perimeter defenses are insufficient, making the transition to a Zero Trust Architecture urgent. Therefore, by integrating network and security functions using SASE (Secure Access Service Edge) and accommodating cloud environments and remote work, we had strengthened security across the entire organization.

We analyzed trends in biofuels for achieving a low-carbon society, focusing on upstream resources such as bio-crude oil and bio-naphtha, as well as downstream resources like SAF biojet. Scenarios for global supply and demand trends up to 2030 were developed, considering regional characteristics, technological advancements, and corporate developments (including optimistic, baseline, and pessimistic scenarios). Based on this analysis, we identified promising areas within the biofuel industry and incorporated them into the mid-term strategy.

To realize the ideal business portfolio, we reorganized and consolidated systems to improve the current management structure. This led to a fundamental cost structure reform that eliminates inefficiencies.

Evaluated the cybersecurity management systems of financial institutions from the perspectives of rules, organization, and countermeasures. Established internal regulations and built specialized organizations such as CSIRT/SOC. Identified vulnerabilities and promoted security measures.

Developed an incident response manual for CSIRT/SOC, the core organization for responding to cybersecurity incidents, based on anticipated cyber attacks. Clarified the efficiency of information gathering required during incident detection, ensured prompt coordination with government and investigative agencies, and established appropriate communication policies for customers. Enhanced response capabilities through training and exercises.

Supported one of Japan's largest energy companies in optimizing the energy supply and demand balance. Provided assistance from both operational and IT perspectives, achieving improvements in overall business efficiency and accuracy.

Formulated the ideal approach for technology-driven plant O&M and developed a roadmap for achieving it, based on the intersection of DX utilization in leading companies and advancements in plant-related technologies.

Planned training for executives to ensure cyber resilience. After the training, analyzed their performance and provided continuing education by evaluating and giving feedback on the effectiveness of their knowledge acquisition and response capabilities.

In the development and operation processes of digital service providers, we introduced a process for implementing security from the planning and requirements definition phases, based on the concept of security by design. We also developed a system to monitor the status of security implementation and established a mechanism for continuous improvement by tracking real-time response capabilities to evolving threats.

In the B2B segment of an electricity retail business, we developed a Tableau dashboard to visualize the cost per customer and the potential range for price increases. By using this dashboard, the company was able to prevent missing out on revenue opportunities. Additionally, we visualized profitability by customer segment to enhance management accuracy. Alongside building the dashboard, we also promoted training, transferring necessary skills from data processing and formatting to analysis. This enabled the company to continuously identify customers with low gross profit margins and implement measures to improve profitability.