Background to deployment
In August of 2003, Konica Minolta Holdings, Inc. is established by integrating the management of Konica Corporation (established in 1873) and Minolta Co., Ltd. (established in 1928). The years that followed can be said to be ones of change. In 2006, they withdrew from their respective founding businesses, the photo and camera, and drastically altered its business structure. In 2013, the holding company absorbed the seven operating companies, and became Konica Minolta, Inc. Konica Minolta is now expanding its digital workplace, professional printing, healthcare, and industry businesses. More than 40 thousand employees in approximately 150 countries work in these businesses.
The company is also actively engaged in DX. In 2018, Konica Minolta established its Business Process Transformation Division, using digital technology to transform business processes. Moreover, beginning in 2020 and based on its "DX2022" medium-term business strategy, the company will transform its business model from a product-centric business to one focused on high-value-added businesses through DX. Konica Minolta's DX efforts have been well received externally, and the company has also been selected for the "DX Companies 2020" by the Ministry of Economy, Trade and Industry (Japan).
"Our goals for DX are to provide sustainable value by looking at possible future social issues for 2030 and working back from there to define customer values, which we then use as a starting point to strengthen our intangible assets and enhance the competitive strength of our business," explains Yuji Ichimura, who, as an executive officer and CIO/CSO at Konica Minolta, is responsible for Digital Transformation, DX Brand Communication and Public Relations. He states that in order to do this, Konica Minolta is using a raft of technologies and business models to transform the entire group. "We are willing to do away with existing organizations and processes and rebuild from scratch."
One of these efforts is the "visualization" of management data.
"We used to rely principally on Excel to collect and analyze management data, and doing so required an enormous amount of work," recalls Yukihiro Imaizumi, group leader of the Transformation Promotion Department at Konica Minolta's Business Process Transformation Division. He says that creating documents for management meetings took several days. "Because of that, data would already be out of date when we held our management meetings and making decisions in a timely manner was difficult." Ichimura also points out that "By the time we received such data, the situation on the ground had already changed." He says that they would regularly issue instructions to the field based on old data, ultimately resulting in confusion.