ISSUES

• The mid- to long-term business plan clearly showed the direction of a substantial increase in overseas sales and the ratio of overseas sales compared to the current situation.
• While there were concerns about a lack of resources to achieve sales growth, the way overseas subsidiaries were run, mainly by Japanese expatriates, was also an issue that needed to be addressed.
• There was an urgent need to analyze the current structure of the approximately 30 overseas subsidiaries and to design the organizational structure of each overseas subsidiary that was required to achieve the mid- to long-term business plan.

OVERVIEW

Since the client had never analyzed overseas subsidiaries productivity, we started the project first by defining KPIs and standards. As an organization, we analyzed the size and efficiency of the organization with its unit sales and headcount and sales per person. In terms of human resources, the management span of the entire management staff and the management span of Japanese employees were also analyzed for the efficiency of human resources management.
The results of the initial analysis were shared with each overseas subsidiary, as well as the specific circumstances and strategic background of each and reflected it in the report. We also discussed the consideration points for mid- and long-term organizational planning and helped develop plans in each subsidiary.
We made recommendations to the HQ management team regarding the results of our analysis of the current situation and the future organization and human resources, as well as the human resources treatments necessary to achieve the mid- to long-term

STEP

1. Direction of Analysis (analysis objectives, selection of KPIs, selection of standard overseas subsidiary, development of standard KPIs)
2. Visualization of the Current State (including listing KPIs based on the organizational chart of each overseas subsidiary, analyzing and determining the state against the standards, listening and discussing with each subsidiary based on the initial analysis results, and compiling the results as a report)
3. Support the Development of Future Plans (including listing general measures, discussing future organizational structures, supporting future planning, evaluating future plans, and compiling the analysis of future plans as a report).
4. Report (e.g., reporting to management and reporting to each business unit and RHQ)

DELIVERABLES

• Current State of Productivity Analysis Report of All Overseas Subsidiaries
• Future Forecast of Sales and Workforce Productivity Analysis Report for All Overseas Subsidiaries in 2026 and 2030
• Recommended Measures for Each Subsidiary