"Contribution to the realization of management strategies"- That is what is required today of human resources departments. It can be categorized into two major strategies: The aggressive human resource strategy and the defensive human resource strategy. The aggressive human resource strategy aims to secure human resources that can achieve business growth focusing on overseas and top-line expansion. The defensive human resource strategy establishes a human resource management platform that enhances the efficiency of management. However, problems associating with personal relationships, such as social constraints and lack of know-how, can block the realization of these strategies if they are to be developed in the closed environment.
NRI provides a variety of solutions for these two major issues based on our abundance of experience.
NRI owns rich collections of data useful in understanding consumers. The data was gathered by a major study of 10,000 consumers in Japan that is conducted every three years since 1997. We analyze the consumers' changes in awareness and behavior from a variety of angles daily. We share these data and knowledge we have accumulated over the years in the forms of various market forecasts, demand estimates, and marketing model development to provide a basis of product development and formulation of sales strategies.
NRI develops the Brand Heatmap, a tool that visualizes corporate image as well as the functional and emotional values of products from the consumers' point of view. The Brand Heatmap helps companies deploy and improve their product brands. We also support corporate branding. Based on analyses of corporate image, we propose external communication strategies as well as internal branding to disseminate brands internally.
Support for executing cost structural reforms
Many companies have been working on cost reduction, including the temporary reduction of payroll expenditures in the face of economic stagnation. However, NRI thinks the essential solution is to create a structure that continues to produce profit presuming the economic and industry climate changes.
With such challenges in mind, NRI addresses cost structure reforms with its clients under the basic concept of making organizations and frameworks that can continuously boost competitiveness. In the procurement reform around indirect materials, we review purchasing processes that tend to be done on a sporadic and ad hoc basis and that are dependent on individual expertise. We provide a wide range of services from provision of methodologies for organizing current situations and problems and various templates for control foundations, negotiation with suppliers, involvement of related departments, and the establishment of promotion leadership. As for indirect functions, we review standardization of operations and the processes of work based on our experience in the reform of indirect functions in a wide range of industries and sectors. In conducting this review, we also give advice on the ideal form of headquarters which involves the entire group as well as the concept of shared services and its realization.
PMI means the integration activities of several companies after their merger or acquisition. The integration not only includes strategies and organizations but also operation processes, IT, and corporate culture.
NRI offers the following services for client companies that will go into PMI.
- Project management to complete integration without fail (PMO function)
- Facilitation for the leadership of equal merger (Consensus building)
- Support for unifying objectives among management and persuading workers on site to maximize the results of integration (Hands-on approach)
Based on abundant PMI tools and case studies, we provide PMI consulting that captures a wide range of the company from top management to the workers on site.
Structural Reform PMO
There are two major patterns where company-wide projects end up in failure. The failure of the first pattern comes from the preparation stage where a company launches a project without being able to assume the obstacles of reform. The failure of the second pattern comes from a management structure. Even though a company launches a reform, it fails to monitor the specific results before achieving the goal.
In order to succeed in the project, companies need to make a plan in consideration with obstacles that may occur depending on the theme of the reform and plan measures against them in advance, along with understanding the organization's characters. The project also needs to have a framework where the staff members who understand the basic concepts of the reform can continue to monitor the project long term.
Based on our abundance of experience, NRI supports any activities that the administrative office is responsible for, such as defining concepts and causes of the project (which is the first challenge of the reform), conducting specific designing, executing communication plans during the project, and identifying and monitoring KPIs from the results of the project.