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In 2000, photographic film products made up 60% of Fujifilm's sales and up to 70% of its profit. Within ten years, digital cameras had destroyed that business. In 2012, Kodak filed for bankruptcy. Yet Fujifilm has boasted record profits and continues strong. What happened? What did Fujifilm do? What do businesses today need from their leaders? What kinds of employees can help businesses thrive in the future? Here, the CEO who brought Fujifilm back from the brink explains how he engineered transformative organizational innovation and product diversification, with observations on his…mehr
In 2000, photographic film products made up 60% of Fujifilm's sales and up to 70% of its profit. Within ten years, digital cameras had destroyed that business. In 2012, Kodak filed for bankruptcy. Yet Fujifilm has boasted record profits and continues strong. What happened? What did Fujifilm do? What do businesses today need from their leaders? What kinds of employees can help businesses thrive in the future? Here, the CEO who brought Fujifilm back from the brink explains how he engineered transformative organizational innovation and product diversification, with observations on his management philosophy.
Shigetaka Komori is Chairman and CEO of Fujifilm Holdings Corporation. Mr. Komori was appointed CEO in 2003 and chairman in 2012.
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Shigetaka Komori is Chairman & CEO of FUJIFILM Holdings Corporation. After graduating from The University of Tokyo with a degree in Economics, Komori joined Fuji Photo Film Co., Ltd. in 1963. He has extensive experience mainly in graphic systems and recording media products businesses. After serving as Managing Director of Fuji Photo Film (Europe) GmbH from 1996 until 2000, he became President, Representative Director of Fuji Photo Film Co., Ltd in 2000. In 2003 he was appointed President and CEO. Faced with the development of digitalization, Shigetaka Komori succeeded in the management reform and a dynamic transformation of business. He accomplished a V-shaped recovery in performance by focusing on the growing business fields such as LCD display materials and medical equipment.
Inhaltsangabe
Table of Contents Introduction Chapter 1 Lost Core: What Happened at Fujifilm? Technology-oriented Fujifilm Giant Kodak First Attempts at Diversification Overseas Development and Foreign Encroachment The Approaching Digital Era Three Strategies for the Digital Age Brave Enough to Recognize Reality? The Coming Crisis Column #1 Digital Minilabs: A Godsend for Photo Shops Chapter 2 A New Start: Fujifilm's Challenges and Reforms: The Complete Story My Return from Europe Not Just Survive, but Survive as a First-Rate Enterprise Global Factory Reorganization and Consolidation of Developing Sites With Greatest Consideration for All, Pushing Relentless Reform Fujifilm Protects the Photographic Legacy Fujitac Contributes to the Spread of Liquid Crystal TV Needs and Technology: Searching for New Markets Not Just Success, but Long-term Success Healthcare's Importance in the Twenty-first Century The Rationale behind Going into Cosmetics A Full-Scale Entry into Pharmaceuticals Mergers and Acquisitions Provide a Head Start Creating a New Research Center for Interdisciplinary Research Ongoing R&D Investment of \200 Billion a Year Transition to a Holding Company System for Greater Consolidation Renamed "Fujifilm" Best Performance in History and the Lehman Shock A Second Companywide Downsizing One Misfortune Followed by Another: The Strong Yen Fujifilm Back on the Path to Growth After the Trunk and Limbs Come Branches and Leaves Creating a Company that Can Create Change The Difference between Kodak and Fujifilm Column 2 Disaster Reconfirms the Cultural Value of Photography Chapter 3 What Managers Should Do in Time of Crisis: Reading, Planning, Communicating, Acting Consensus Leaders are Useless in Times of Crisis Four Rules for Managers in Times of Crisis Understanding the Present Situation with Limited Information Reading the Flow of Events and Predicting the Future The Universal Laws Apply Outside Your Field of Expertise Three Factors Leading to Misjudgment Deciding Priorities and Drawing Up Realistic Plans Being Aware of Dynamism and Speed The Need for Muscle Intelligence in Managers Even When You Hesitate, Make It a Success Keeping Refreshed and Invigorated: Another Leader's Job Without Communication from the Top, the Organization Won't Budge Something More Important than Taking the Lead Column 3 Number Two Uses a Bamboo Sword, Number One Steel Chapter 4 All Is a Battle Which Cannot be Lost: The Rule of the World and Coming Out on Top All Life Is a Battle to be Won or Lost Postwar Japan Teaches the Wretchedness of Losing Building the Bedrock Strength to Escape Defeat My Theory of the Total Business Person Without Gentleness and a Cause, "Winning" and "Strength" Are Meaningless Understanding International Behavior to Win in the World Not Just Winning but Doing It Intelligently, Honestly, and with Spirit Column 4 Books I Have Read to Build a Foundation of Strength Chapter 5 People Who Feel Strongly about Their Work Will Grow: How to be Successful at Work and Continue to Grow The Company Is Not an Educational Institution for Your Benefit Creating a Positive Spiral by Learning from Whatever Comes Your Way Working with a Sense of Ownership Take Whatever You Do Seriously and See It Through Before Relying on Others, Ask Yourself What You Have Done Without Changing Reality, There Is No Progress The Reason Some Upper Managers Don't Grow Column 5 Not Plan-Do-Check-Action, but See-Think-Plan-Do Chapter 6 The Way Forward in a Global Age: Corporate and National Strengths Japan's Manufacturing Sector Is Not Losing Ground The Slow Economy due to a Strong Yen Separating TPP and Agricultural Issues Issues for Japan: The High Cost of Corporate SGA Issues for Japan: Deterioration in the Ability to Execute Issues for Japan: The Tendency to Blur Responsibility Japanese Technology: Still a Source of Pride Teaching Children the Importance of Competition From Backward, Inward, and Downward to Forward, Outward, and Upward Conclusion Challenging with Courage
Table of Contents Introduction Chapter 1 Lost Core: What Happened at Fujifilm? Technology-oriented Fujifilm Giant Kodak First Attempts at Diversification Overseas Development and Foreign Encroachment The Approaching Digital Era Three Strategies for the Digital Age Brave Enough to Recognize Reality? The Coming Crisis Column #1 Digital Minilabs: A Godsend for Photo Shops Chapter 2 A New Start: Fujifilm's Challenges and Reforms: The Complete Story My Return from Europe Not Just Survive, but Survive as a First-Rate Enterprise Global Factory Reorganization and Consolidation of Developing Sites With Greatest Consideration for All, Pushing Relentless Reform Fujifilm Protects the Photographic Legacy Fujitac Contributes to the Spread of Liquid Crystal TV Needs and Technology: Searching for New Markets Not Just Success, but Long-term Success Healthcare's Importance in the Twenty-first Century The Rationale behind Going into Cosmetics A Full-Scale Entry into Pharmaceuticals Mergers and Acquisitions Provide a Head Start Creating a New Research Center for Interdisciplinary Research Ongoing R&D Investment of \200 Billion a Year Transition to a Holding Company System for Greater Consolidation Renamed "Fujifilm" Best Performance in History and the Lehman Shock A Second Companywide Downsizing One Misfortune Followed by Another: The Strong Yen Fujifilm Back on the Path to Growth After the Trunk and Limbs Come Branches and Leaves Creating a Company that Can Create Change The Difference between Kodak and Fujifilm Column 2 Disaster Reconfirms the Cultural Value of Photography Chapter 3 What Managers Should Do in Time of Crisis: Reading, Planning, Communicating, Acting Consensus Leaders are Useless in Times of Crisis Four Rules for Managers in Times of Crisis Understanding the Present Situation with Limited Information Reading the Flow of Events and Predicting the Future The Universal Laws Apply Outside Your Field of Expertise Three Factors Leading to Misjudgment Deciding Priorities and Drawing Up Realistic Plans Being Aware of Dynamism and Speed The Need for Muscle Intelligence in Managers Even When You Hesitate, Make It a Success Keeping Refreshed and Invigorated: Another Leader's Job Without Communication from the Top, the Organization Won't Budge Something More Important than Taking the Lead Column 3 Number Two Uses a Bamboo Sword, Number One Steel Chapter 4 All Is a Battle Which Cannot be Lost: The Rule of the World and Coming Out on Top All Life Is a Battle to be Won or Lost Postwar Japan Teaches the Wretchedness of Losing Building the Bedrock Strength to Escape Defeat My Theory of the Total Business Person Without Gentleness and a Cause, "Winning" and "Strength" Are Meaningless Understanding International Behavior to Win in the World Not Just Winning but Doing It Intelligently, Honestly, and with Spirit Column 4 Books I Have Read to Build a Foundation of Strength Chapter 5 People Who Feel Strongly about Their Work Will Grow: How to be Successful at Work and Continue to Grow The Company Is Not an Educational Institution for Your Benefit Creating a Positive Spiral by Learning from Whatever Comes Your Way Working with a Sense of Ownership Take Whatever You Do Seriously and See It Through Before Relying on Others, Ask Yourself What You Have Done Without Changing Reality, There Is No Progress The Reason Some Upper Managers Don't Grow Column 5 Not Plan-Do-Check-Action, but See-Think-Plan-Do Chapter 6 The Way Forward in a Global Age: Corporate and National Strengths Japan's Manufacturing Sector Is Not Losing Ground The Slow Economy due to a Strong Yen Separating TPP and Agricultural Issues Issues for Japan: The High Cost of Corporate SGA Issues for Japan: Deterioration in the Ability to Execute Issues for Japan: The Tendency to Blur Responsibility Japanese Technology: Still a Source of Pride Teaching Children the Importance of Competition From Backward, Inward, and Downward to Forward, Outward, and Upward Conclusion Challenging with Courage
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