Revamping Management Styles: Nakano Pharmaceutical's Bold Reform Initiatives

In a bid to innovate its management approach, Nakano Pharmaceutical Co., Ltd. has boldly declared its departure from traditional methods, especially the so-called 'self-taught management' practices, promoting a transformative initiative designed by Imajina Inc. This endeavor, which involves a 90-day awareness transformation program, aims to cultivate effective management behaviors among its general managers (GMs) as part of Nakano's growth strategy.

Background: The Urgency for Change Amidst Organizational Growth

As Nakano Pharmaceutical aims to realize its purpose of 'Daily Beauty Together,' while adhering to its slogan, 'CHANGE the ALWAYS — Make the Future Change Now,' the company has been striving for sustainable social contributions alongside corporate growth. However, with expanding operations came challenges concerning the management styles of frontline supervisors.

Kohei Yoneda, General Manager of the Administration Division at Nakano Pharmaceutical, explains, "We recognized a need for a unified management approach, as many GMs have relied heavily on trial and error post-promotion. It became crucial to identify what it means to be a manager and the role GMs should embody."

A philosophy has been instilled within the company that the growth potential of its executives directly correlates to the expansion of the organization. This indicates that continuous learning by executives is essential for the development of subordinates and for setting a solid future course for the company. Initially, training was intended for mid-level managers, but discussions with Imajina led to the decision to focus on GMs first. Thus, a targeted management training program was initiated for them, which aims to create a strong foundation for future leadership.

Program Contents: A Unique Imajina Approach that Changes Action Over Knowledge

Unlike conventional training that leans heavily on theoretical frameworks, Imajina designed an innovative curriculum that targets 'emotions' and 'actions.'

Elevating the Quality of Questions:

The belief that 'the quality of questions reflects individual capabilities' led to fostering questioning techniques that encourage insight rather than issuing commands.

Bridging Philosophy and Action:

Trainers focused on how the company's ethical considerations can be seamlessly integrated into daily activities and decision-making processes. This encouraged managers to align their thought processes with corporate philosophy, reinforcing a consistent understanding in judgment and actions.

Rigorous Repetitive Training:

The program employed a cycle of 120 minutes of lectures paired with practical assignments, increasing accountability through visible homework submission rates and practice frequencies. An environment was fostered where 'not participating is not an option.'

Outcomes: A New Shared Language and Enhanced Communication

The 4-month training period yielded impressive results among the participating GMs.

Transitioning from Individual Styles to a Shared Language:

Management standards that were once disparate were unified, clearly defining what it means to be a manager at Nakano Pharmaceutical. Yoneda noted, "The previously intuitive leadership has now evolved into one firmly based on principles and policies."

Increased Dialogue:

Thanks to the application of learned principles, communication with subordinates noticeably increased. Managers could foster shared understanding and alignment toward collective goals, improving decision-making processes.

Mindset Upgrades:

Formerly preconceived notions of harsh mentorship were redefined, leading to a coaching approach that nurtures autonomy among subordinates in a modern context.

Planning for Post-Training Support:

In the program's final session, each participant formulated a vision for one year into the future. Following this, leaders conducted one-on-one meetings to discuss these visions and planned trajectories, reinforcing the training's impact.

Through this initiative, Nakano has demonstrated a commitment not to confine personal development to specific training but to continue nurturing talents through consistent, everyday interactions and management.

Future Prospects: From GMs to Managers and Beyond

Building on the transformations within the GM layer, Nakano Pharmaceutical plans to roll out similar training programs for managers. By fostering a 'common language' across hierarchical levels, the goal is to cultivate an organizational culture that reflects their slogan, 'CHANGE the ALWAYS — Make the Future Change Now.' Imajina is poised to remain a supportive partner in enhancing corporate value and furthering human capital management at Nakano Pharmaceutical.

About Nakano Pharmaceutical Co., Ltd.

With over 67 years of experience, Nakano Pharmaceutical has consistently contributed to the beauty industry, championing sustainable practices and digital transformation under its guiding purpose of 'Daily Beauty Together.'

About Imajina Inc.

Imajina Inc. advocates for a society where investing in human resources becomes the norm, specializing in corporate branding for over 3,000 companies through unique consulting that aligns internal and external branding.

For inquiries regarding this report, please contact Imajina Inc.
Contact Person: Minami Aoey
Phone: 03-3511-5525
Email: [email protected]