Oki Electric Industry Co., Ltd

Duration of collaboration 2017 ~ Ongoing
Participating Programs Swedish Studio, IMSAP Studio, IMSAP Camp I, II, III, One-on-one Acceleration Support

Revolutionizing the direction of the company from an “order-driven” to a “proposal-driven” business. The process for creating new businesses was structured in a short period of time, and the culture of innovation took root, not depending on geniuses, but on the participation of everyone to drive innovation.

Revolutionizing the direction of the company from an “order-driven” to a “proposal-driven” business. The process for creating new businesses was structured in a short period of time, and the culture of innovation took root, not depending on geniuses, but on the participation of everyone to drive innovation.

−−−What issues and expectations did you have when you started working with JIN?

A sense of crisis about the future of our existing businesses

OKI is engaged in business for corporate customers such as telecommunications carriers and financial institutions and has business areas related to system solutions, EMS, and mechatronics such as ATMs and printers. However, it was anticipated that the transformation to a cashless/paperless era due to the development of DX in recent years would affect OKI’s business environment.
Under these circumstances, the management of the company itself felt the need to continuously create new businesses with a sense of speed to keep up with the current times and trends. Indeed all businesses have a life cycle and will eventually decline.
It is important to continuously generate new seeds to replace previous ones, and our relationship with JIN started as we were thinking deeply about how to innovate for this purpose.







−−−Why did you choose JIN out of the many candidates?

JIN had an extensive track record of supporting the acceleration of major Japanese manufacturers, and was deeply involved in the standardization of innovation management systems, such as ISO 56002, and had a deep knowledge of the innovation challenges faced by diverse companies. In particular, its understanding of the trends in the field of Innovation Management Systems around the world and his ability to communicate important know-how in an easy-to-understand manner were very appealing to us, and we were eager to work with JIN.



−−−How did you solve your problems?

Build a defined innovation process and instill it in the company.

First, five participants selected from each division such as “Business Division,” “Research and Development Division,” and “Sales Division” attended JIN’s Innovation School (now renamed IMSAP Camp). At the school, we learned not only how to initiate innovation, but also about the SDGs, which at the time had not yet gained sufficient recognition in Japan as a trend toward solving global issues. We also had a serious discussion on how we could apply what we learned here in our company.

After reporting the results of these studies, we received instructions from the president to establish a system and launch a new division in a short period of two months. With the support of Mr. Nishiguchi, the CEO of JIN, we designed our innovation process and launched the “Innovation Promotion Department”.







−−−What kind of changes did you expect before and after working with JIN?

From “order-driven” based on client’s wishes to “proposal-driven”

At first, we were surprised and impressed by the Innovation School. We felt the need to completely change the way we had been thinking. At that time, our company was an “order-driven” business. We would listen to the requirements of our customers, come up with the functions and specifications, and deliver the products as requested. We realized that we needed to change this to a “proposal-driven” business. Otherwise, we would not be able to solve social issues.

First of all, we decided to create an Innovation Management System and roll it out within the company, so that it would take root and foster a culture that encourages innovation.



−−−What are JIN’s strengths?

Mr. Nishiguchi, the CEO of JIN, and his colleagues are active in various activities not only domestically but also globally, including ISO. It is a great advantage to always be able to get the latest information and think together about new business creation activities.

We feel that we have grown steadily with the support of JIN.



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