1 Revitalize internal communication to instill a mindset of change as part of our corporate culture2 Develop digital human resources for strong personnel and a robust organization3 Business process reengineering (BPR) that proactively utilizes digital technology4 Build a mechanism that digitizes intuition and experience to enable data-based 5 Improve sales efficiency with sales DX and build a system to develop products based on 6 Proactively communicate information outside the Company7 Consider reallocating and optimizing domestic and overseas systemsMaximizing the power of people with the support of DX to create the futureA strong LINTEC creates the futureCreating Creating valuevalueTransforming Transforming processesprocessesSocietyIndispensableStakeholdersCreating value that exceeds expectationsThe CompanyContinues to change autonomouslyIndividualsAchieve digital literacy and pursue value that is unique to “you”Using digital Using digital technology technology as a toolas a toolLDX 2030: A Key to Realizing Our Long-Term VisionWe believe the success or failure of this project is closely connected to a priority theme set out in our long-term vision, LSV 2030: “Strengthening the corporate structure through innovation.” For this reason, we regard LDX 2030 as key to the realization of our vision. After formulating seven transformation themes aimed at achieving our goal, where “a strong LINTEC creates the future,” as well as the development of specific execution plans toward 2030, in April 2024 we moved to the execution stage. We are now carrying out daily activities based on the execution plans created by six working groups and are managing progress effectively by tracking key performance indicators (KPIs). Toward Greater Operational Efficiency and Improved ProfitabilityOne of the working groups, which focuses on business process-driven DX, carried out BPR initiatives across seven divisions and 15 departments during the fiscal year ended March 31, 2025, the first year of the implementation phase. In addition to sales, research, and production, these seven divisions included corporate departments such as human resources. The working group conducted detailed analyses and identified issues based on the results of their business process inventories and then proceeded to identify and formalize improvement ideas. As of March 31, 2025, the working group had met its KPIs for both the number of improvement ideas and initiatives formulated based on those ideas, indicating a strong start. The goal is to identify inefficiencies and promote streamlining in order to shift more easily toward higher-value-added work. Similarly, the working group tasked with the digitalization of sales processes (sales DX) is undertaking initiatives such as building an information-sharing platform and improving the efficiency of tasks involving the creation of documents and materials. For the information-sharing platform, trial operations of systems related to sales force automation and customer relationship management are planned for the fiscal year ending March 31, 2026. We will monitor usage rates and other metrics to prepare for full-scale implementation.Conceptual Diagram of LDX 2030We are currently moving forward with LDX 2030, our project to promote DX, through a Companywide initiative that spans all divisions, from sales to corporate divisions.Seven Transformation Themes of LDX 2030decision-makingcustomer needs35LDX 2030
元のページ ../index.html#37