Overview
## 1. Corporate Background and Business Development Overview
Yumemi Co., Ltd. is a company whose founding philosophy is to realize dreams through ideas and technology and create new things that contribute to society. They develop businesses that create services used in people's lives worldwide together with customers, providing comprehensive services from service design through app development to actual operations. As a company supporting corporate DX, they combine approximately 20 types of DX personnel in an organization of about 400 employees, creating systems tailored to customer situations and accompanying DX promotion.
## 2. Management Challenges from Organizational Diversification
The process of assembling diverse talent has increased organizational diversity, leading to organizational challenges of how to unite and lead diverse people with different skills and values. Solving these challenges required engagement in management function reform, and based on Alfred Chandler's idea that "structure follows strategy," the importance of first considering what business strategy should be realized, then how the organization should be structured was demonstrated.
## 3. Limitations and Problems of Pyramid-Type Organizations
Through 25 years of various trial and error since founding, they created textbook pyramid-type organizations but experienced periods when things didn't work well. This "position-led management" assigns roles by giving people positions and was effective in "survival mode" during the pandemic and management crises, but problems arose including decreased information transmission speed due to increased hierarchy, organizational stagnation, burden concentration on some managers, and decision-making dependence on specific individuals.
## 4. Transition to Matrix-Type Organization and New Challenges
In response to pyramid-type organization challenges, they changed to a "matrix-type organization" to distribute authority. Each project was led by project managers with general managers providing approval, maintaining organizational hierarchy at 3-4 levels. Initially, information transmission speed improved due to reduced hierarchy, but as employee numbers increased, control became difficult, causing major confusion in the field, and the "single point of failure" problem due to burden concentration on specific individuals recurred.
## 5. Turning Point to Structural Problem Solution
Initially, they tried to solve problems by developing excellent managers, but recognized that it was wrong to entrust someone with problems caused by organizational distortion. They gained the important insight that problems must be solved by changing the organizational structure itself, marking a turning point toward fundamental organizational transformation. This recognition became the foundation for later "role-led management" introduction.
## 6. Introduction of Role-Led Management
They introduced "role-led management" that decomposes roles required of each manager and attaches multiple strings to them. Rather than one manager handling everything, they created a system where groups share roles, distributing manager work by combining with functions and business divisions. This change made large-scale failures and troubles that previously occurred less likely, but couldn't completely solve the problem of authority concentrating on specific individuals.
## 7. Teal Organization Adoption and Autonomous Management Realization
They adopted "Teal Organization" as a more distributed organizational model. Unlike top-down command systems, this is an organization where members autonomously move toward goals without instructions from management. Based on three elements of self-management, wholeness awareness, and clear evolutionary purpose, they introduced a review process decision-making model where all members have CEO authority while receiving reviews from knowledgeable parties to improve decision-making accuracy.
## 8. Role Design of Committers and Contributors
They changed team composition and created two roles: contributors and committers. Committers have authority to make any decisions regarding their missions but establish a system of consulting teams and receiving reviews before making decisions. By having the entire team handle tasks like development and evaluation that were previously only handled by managers, they achieved decentralization while creating an environment where members can focus on work.
## 9. Importance of Management Transformation and Overcoming Contradictions
In an era of rapid environmental change, it's emphasized that business success or failure is determined not by strategy but by management excellence. While any strategy quickly becomes obsolete, execution varies depending on management excellence, making "how to redesign management" important. Management transformation means overcoming contradictions, and the key is how to overcome problems of burden concentration on specific individuals through strengthened control and responsibility ambiguity and directional misalignment through decentralization.
## 10. Achieving Non-Continuous Growth Through Continuous Transformation
Based on the philosophy that "without continuous transformation, there is no non-continuous growth," they recognize that organizational transformation has no goal. It's important to promote corporate growth by constantly transforming organizational and management forms, realizing organizational standardization that balances authority distribution and responsibility clarification. Through this continuous transformation, they have successfully constructed an organizational foundation that effectively utilizes diverse talent and supports rapid business growth.
This summary was automatically generated by AI. Please refer to the original article for accuracy.
1. Corporate Background and Business Development Overview
Yumemi Co., Ltd. is a company whose founding philosophy is to realize dreams through ideas and technology and create new things that contribute to society. They develop businesses that create services used in people's lives worldwide together with customers, providing comprehensive services from service design through app development to actual operations. As a company supporting corporate DX, they combine approximately 20 types of DX personnel in an organization of about 400 employees, creating systems tailored to customer situations and accompanying DX promotion.
2. Management Challenges from Organizational Diversification
The process of assembling diverse talent has increased organizational diversity, leading to organizational challenges of how to unite and lead diverse people with different skills and values. Solving these challenges required engagement in management function reform, and based on Alfred Chandler's idea that "structure follows strategy," the importance of first considering what business strategy should be realized, then how the organization should be structured was demonstrated.
3. Limitations and Problems of Pyramid-Type Organizations
Through 25 years of various trial and error since founding, they created textbook pyramid-type organizations but experienced periods when things didn't work well. This "position-led management" assigns roles by giving people positions and was effective in "survival mode" during the pandemic and management crises, but problems arose including decreased information transmission speed due to increased hierarchy, organizational stagnation, burden concentration on some managers, and decision-making dependence on specific individuals.
4. Transition to Matrix-Type Organization and New Challenges
In response to pyramid-type organization challenges, they changed to a "matrix-type organization" to distribute authority. Each project was led by project managers with general managers providing approval, maintaining organizational hierarchy at 3-4 levels. Initially, information transmission speed improved due to reduced hierarchy, but as employee numbers increased, control became difficult, causing major confusion in the field, and the "single point of failure" problem due to burden concentration on specific individuals recurred.
5. Turning Point to Structural Problem Solution
Initially, they tried to solve problems by developing excellent managers, but recognized that it was wrong to entrust someone with problems caused by organizational distortion. They gained the important insight that problems must be solved by changing the organizational structure itself, marking a turning point toward fundamental organizational transformation. This recognition became the foundation for later "role-led management" introduction.
6. Introduction of Role-Led Management
They introduced "role-led management" that decomposes roles required of each manager and attaches multiple strings to them. Rather than one manager handling everything, they created a system where groups share roles, distributing manager work by combining with functions and business divisions. This change made large-scale failures and troubles that previously occurred less likely, but couldn't completely solve the problem of authority concentrating on specific individuals.
7. Teal Organization Adoption and Autonomous Management Realization
They adopted "Teal Organization" as a more distributed organizational model. Unlike top-down command systems, this is an organization where members autonomously move toward goals without instructions from management. Based on three elements of self-management, wholeness awareness, and clear evolutionary purpose, they introduced a review process decision-making model where all members have CEO authority while receiving reviews from knowledgeable parties to improve decision-making accuracy.
8. Role Design of Committers and Contributors
They changed team composition and created two roles: contributors and committers. Committers have authority to make any decisions regarding their missions but establish a system of consulting teams and receiving reviews before making decisions. By having the entire team handle tasks like development and evaluation that were previously only handled by managers, they achieved decentralization while creating an environment where members can focus on work.
9. Importance of Management Transformation and Overcoming Contradictions
In an era of rapid environmental change, it's emphasized that business success or failure is determined not by strategy but by management excellence. While any strategy quickly becomes obsolete, execution varies depending on management excellence, making "how to redesign management" important. Management transformation means overcoming contradictions, and the key is how to overcome problems of burden concentration on specific individuals through strengthened control and responsibility ambiguity and directional misalignment through decentralization.
10. Achieving Non-Continuous Growth Through Continuous Transformation
Based on the philosophy that "without continuous transformation, there is no non-continuous growth," they recognize that organizational transformation has no goal. It's important to promote corporate growth by constantly transforming organizational and management forms, realizing organizational standardization that balances authority distribution and responsibility clarification. Through this continuous transformation, they have successfully constructed an organizational foundation that effectively utilizes diverse talent and supports rapid business growth.