Support for systematizing management
Are you suffering from these "dependence problems"?
The barrier to growth that everyone faces
When the company is still small, it grows through the craftsmanship of its founding members.
The company can grow through the personal abilities of its founding members, such as sales skills, personal connections, and technical skills.
However, as the organization grows and the number of employees increases, personal abilities can become a disadvantage, resulting in various problems such as employees not being able to develop, employees leaving, and work remaining dependent on the founding members.
In order to overcome the various problems that arise during adolescence and continue to grow,
We need to change the management of our company from being dependent on people to being dependent on systems .
Do any of the following apply to you?
① Craftsman-style management
Presidents who become independent with a "trade" tend to fall into the trap of craftsman-style management. Tax accountants become independent as tax accountants, engineers as engineers, and designers as designers.
However, since only the president and veteran employees are able to provide services of that quality , they will continue to work on-site indefinitely.
The limits of the president's time and energy become the limits of the company, and the business cannot scale.
② Hub-type management
In a hub-type management system, business decision-making is concentrated in the hands of the president.
As a result, independent employees and leaders are not developed, and management remains dependent on the president forever.
Because they have not been able to build a so-called organization, they do not have anyone who can make decisions on their behalf, which causes difficulties when it comes time to take over the business.
③Other-blaming management
In a company that relies on people, work results and mistakes are thought to be the fault of each individual. Therefore, when mistakes or results are not achieved, personal attacks are launched. A culture of blaming others is created, with people saying things like, "It's because of that person, it's because of that person..." or " It's because of that incompetent subordinate...", and productivity levels fall to their lowest level .
④ Pseudo-delegated management
The catchphrases of presidents of pseudo-delegative management are, "I leave it to my number two," and "It'll be easier if I have my right-hand man." This often happens when there happens to be someone in the company who fits the president's wishes. In reality, this is not delegation, but simply neglect, so it is the state in which you are most likely to get into trouble .
⑤ Three-way management
Customer service depends on each individual employee, and is inconsistent, with employees saying things like, "That person was good, but this person..." or "It was good last time, but this time..." This results in no repeat business or referrals, and business performance stagnates.
⑥ Hello-goodbye style management
In this type of business, the idea is that "our company will improve if we have good people." However, because there is no system in place to allow new employees to thrive, even if good people join, they tend to quit soon after. They are so busy dealing with hiring and resignations that they are unable to focus on positive work.
⑦Mob-style management
If you think, "Let's respect employee autonomy," and start letting employees do what they want, you'll end up with a mob-style management. At first glance, it may seem like employees are working enthusiastically and the company has a free culture. However, without consistency or a sense of unity as a company, power is dispersed and things don't get done . Furthermore, with no company vision and no unifying force, employee turnover increases.
If there's one thing that comes to mind...
The solution is to "systematize management"
Iris Ohyama, which is experiencing rapid growth and attracting media attention, has the following management philosophy: "The purpose of a company is to survive forever. To establish a system that can generate profits in any era or environment." Chairman Oyama describes this philosophy as " system supremacy ."
By emphasizing system-based management, the company has grown even further since Chairman Oyama retired as president. MUJI, which once posted a 3.8 billion yen deficit, achieved a V-shaped recovery by shifting from personal management to system-based management.
Even if you are not a large company like this, once the number of people in your organization increases to a certain extent, you will need to change from relying on people to relying on systems. Most companies are run on a "reliance on people" basis.
On the other hand, companies that thrive across generations are run on a " system-dependent " basis.
Companies that rely on systems operate on the assumption that "both employees and the president" will eventually leave. In reality, everyone, including the president, will eventually leave. Meanwhile, the company's systems remain as the company's exclusive assets.
The best job a president can do is to leave the company with a system that produces results without relying on himself or others.
人依存 VS 仕組み依存
持続成長する会社は仕組み至上主義
"Shikumika" is the quickest and most optimal program to break away from dependency on others
Shikumika is a company where managers, executives and employees can work together to create systems and become the people who will lead the future.
This is the quickest and most optimal program to help you grow and break away from dependency on others.
We offer a program that is easy for small and medium-sized businesses to put into practice, combining " learning online ," " practicing through work, " and " gaining insights through coaching to move forward, " making it ideal for busy managers, executives, and employees.
[Thinking about investing in systems]
・"Systematizing management" is the job of the president and management team
・Executive compensation of 550,000 yen x 12 months = 6.6 million yen or more per year
Even if you hire executives , you can't systematize it.
・Think of it as an investment in sustainable growth
Service Features
Feature 1: A method that has proven successful in 70,000 companies worldwide
The System Management method is a collection of over 40 years of experience gained from the struggles, failures, and successes of many business leaders before you. It's said that "fools learn from experience, wise men learn from history." By utilizing methods that have already proven themselves around the world, you can quickly create the company and life you desire.
Feature 2: Individual support to help you put it into practice
Our specialized coaches will provide individual support for your company's systemization. We will provide a system management curriculum that is customized to fit your company's circumstances. We will share progress management sheets with you to ensure your system is properly established.
Feature 3: Creating a system based on the president's ideas
Many consulting programs apply their "model" to your company. However, there is no way to know if their "model" is in line with the CEO's vision and philosophy. Applying various "models" to your company will distort the company's structure.
On the other hand, systemic management involves establishing a consistent system within the company based on the management's ideas.
More specifically, we create a system based on the company's vision and core values, which will improve both business performance and corporate culture.
Feature 4: Developing management talent
幹部クラスの方も一緒に取り組んでもらうことで、非常に実践的な教育効果が期待できます。会社の理念を実現する仕組みとは何か？を経営者と一緒に考えることで、自然と経営人材（後継者候補や社長の右腕）が育っていきます。
Feature 5: Abundant templates and examples
様々な仕組みのテンプレートや事例を用意しています。これらを参考にしていただくことで、貴社独自の仕組みが最速で構築できます。もちろん、コーチがその実行をご支援します。
3 steps to start implementation
Step
1
Apply for a free consultation
We understand that each company's current concerns are different, so we will first hold a free consultation to hear about your company's current situation, concerns, and requests, and then propose a more cost-effective implementation.
Step
2
Check the quote / Consider / Place an order
We will create a quote based on your concerns and requests, which we hear about during the free consultation. After you have considered it, you can place your order online.
Step
3
Start of implementation
An orientation will be held in the month that you place your order, and the program will start the following month.
FAQ
Q
What can be achieved by implementing system management?
A
In system management, we support the creation of the systems necessary to create the company that the president envisions.
The exact structure you create will depend on your company's situation and goals.
However, in any case, the general outline follows these steps:
- A system for putting out fires First, if there are any business operations that are currently causing problems, start by addressing those. These may include frequent mistakes, high turnover, low productivity, excessive overtime, or work that can only be done by the president or specific individuals. By fixing these problem areas, you can begin to create a system for growth.
・Business systems common to all companiesNo matter what industry or company you are in, the systems you need are similar.By putting these systems in place, you can lay the foundation for further growth.
Once the basic structure is in place, management will have a lot of time and mental space to think about what kind of structure is needed to achieve the vision.
Q
How long does it take to systematize?
A
There is always room for improvement in any system, so there is no end to systematization. The important thing is to change the company's culture to one that relies on systems and to continue improving those systems. System management is a one to two year program. During that period, we will identify all the systems your company needs and proceed with building them. After that, we will create a system that will allow you to continue improving your systems within your company. (If necessary, there are also continuing programs.)
Q
Systematization = manualization, right? Sounds like a hassle.
A
Many people seem to think, "Systematization means manualization, right? Sounds like a hassle." However, manualization is only one part of systematization. Systematization can be thought of as creating good habits. By increasing the number of good habits created within a company, management will naturally improve. The better the system, the simpler it is. It is precisely because it is simple that results are improved and productivity is high.
Q
People are more important than systems. I want to respect the autonomy of my employees, so it wouldn't be a good fit, right?
A
Many people seem to think of systems as something that restricts employees. However, systems are essentially meant to enable people to perform advanced tasks that they have never done before. In other words, systems are meant to enable ordinary people to produce extraordinary results. If you neglect to create systems in an effort to respect employee autonomy, you will end up with a company where employees just act on their own and never reach their vision or goals. On the other hand, if you try to strengthen control, the organization will become rigid with rules and regulations and become bureaucratic. The important thing is to create systems that balance autonomy and control, and create a culture where people can work freely within those systems.