IR 2022.03.31

Our case studies start here. ASNOVA's purpose (part 1)

February 2022. ASNOVA formulated its purpose: "Create your places of tomorrow with the power of kasetsu." Purpose is a way of putting into words the reason for a company's existence in society. In other words, this occasion has also seen ASNOVA redefine its own values and role. This marks the ninth year since its founding in 2013. Where is ASNOVA now, and where is it heading? And what thoughts were put into its purpose? This article will explore the story behind this in two parts. In the first half, we spoke to three people who participated in the formulation project. How did employees working on the front lines approach the formulation of the purpose, and how did they respond?

Text: Shingo Kato
Photo: Yuta Ogura

INDEX

PROIFILE

Yuki Kuchida: General Affairs and Human Resources Department. Joined ASNOVA in 2021. Works mainly on internet-related matters at equipment center and head office.
Mayo Kasakawa: Business Planning Department. Joined ASNOVA in 2021. Works mainly on new businesses and marketing strategies.
Takuma Fukuzawa: Sales Department, Nagoya Sales Office. Joined ASNOVA in 2018. Rental and sales of wedge binding type scaffold mainly to scaffolding construction companies in the Chubu region.

From the left: Yuki Kuchida (General Affairs and Human Resources Department), Mayo Kasakawa (Business Planning Office), and Takuma Fukuzawa (Sales Department)

Members with different company histories and backgrounds

Please tell us about your work history and job duties.

Kuchida: I'm in charge of the systems in the General Affairs and Human Resources Department. I'm in charge of everything from maintaining the system that our staff use to register for rentals to managing the PCs and passwords we use every day. I've been with the company for just about six months.

Kasagawa: I belong to the Business Planning Department. My main job is planning and developing new businesses. I joined the company in September last year. In my previous job, I was in charge of product development at a mail-order company.

Fukuzawa: Since I joined the company, I have been in charge of the rental business of wedge binding type scaffold. This will be my fifth year. Nagoya Sales Office office I work for covers the area of the three Tokai prefectures, and our sales targets are construction companies there.

Mr. Kuchida and Ms. Kasakawa, you both participated in the purpose formulation project the same year you joined the company. What were your thoughts behind that?

Kasakawa: My previous job was in a completely different industry, and the scaffolding rental business was a completely unknown world to me. I had only just joined the company, and I didn't know anything about the work site. That's why I thought it would be nice to learn more about ASNOVA by talking to people from different departments on the project. Also, I'm on the same level as general users who are not familiar with scaffolding, so I'd like to approach the project from that perspective.

Kuchida: I feel the same way. I think there are some things that only people who have just joined the company can see, so I thought it would be good to offer my opinion from that perspective.

What about Mr. Fukuzawa (who has experience with the company)?

Fukuzawa: I'm going off topic a bit, but our management philosophy was created about two or three years ago. The president explained it to everyone during a company trip. It wasn't just the words, but the background and the thoughts that went into it that were conveyed, and there was a moment when we in the sales department and equipment center were all on the same page and said, "I see, then let's work with that mindset!"

However, as the company changed, it gradually became neglected... Moreover, during that time, the Business Planning Department was launched and new people came to the headquarters, creating a distance between the field and the headquarters. Employees at the field and regional offices felt like, "What is the headquarters thinking?"

That's why I was really happy about the move to create a purpose this time. I thought that it might bring all the employees together again, like when the management philosophy was born. So I participated in the project with a very positive attitude.

Different opinions, new perspectives

The project involved in-depth discussions through multiple workshops. What was the experience like for each of you?

Kasakawa: I had hardly had any opportunities to talk to people in the field before, so I met many people for the first time on this project. I was nervous, but I made some new discoveries, realized some of my shortcomings, and deepened my understanding of ASNOVA, including the differences in our perceptions.

It was especially good to hear the president's thoughts directly. Hearing things like "Aiming for the world!" from the president's mouth made me feel like "He's serious after all," and it was a refreshing experience, including that.

Kuchida: I also met many people for the first time on this project, and I was often made painfully aware of my lack of knowledge. However, during discussions, I did feel that there were times when the direction we were heading in differed depending on our position. Sales people have their feet on the ground, or rather, they think in the real world. As for me, because I don't know much, I want to pursue my ideals.

What discussions did you find particularly different?

Kuchida: It's about who you're aiming for. I don't have a lot of direct contact on the ground, so I think of new people as targets, rather than existing customers. But salespeople can picture the faces of their current customers, right? So it's better to start with existing customers and expand. I'm not saying that one is right or the other, but I felt the difference.

Fukuzawa: As Mr. Kuchida said, the scenery we see is different, so I thought it was natural that we would feel that way. Just like the two of you, the timing of the coronavirus outbreak coincided with the timing of the increase in the number of people in various places as our company was trying to grow, and the interaction between departments has been very weak for the past few years.

So I think it's natural that there is such a gap. But it took some time for me to even realize that it existed. More than the content, I felt that it was a great opportunity to discuss this with people from various departments at this workshop.

By the way, when conflicts arose during discussions, how did you handle them?

Fukuzawa: ...I'll keep quiet (laughs).

Kuchida: I gently said, "This can't be right." I've only been there for six months so I don't know the balance of power, so I was like, "Oh well, let's just do it" (laughs).

Kasakawa: I think we often had to adapt to the situation. Also, there were almost no conflicts of opinion and arguments, right?

Kuchida: In this workshop, people from various departments give various opinions. It's very easy to make statements, but it's difficult to summarize them. I feel like summarizing them will strip away the good parts of each. Is it enough for everyone to get along? I feel like that's not the case.

Materials from the workshop. Each employee posted their own ideas and participated in the discussion.

What does Kasetsu mean to me?

In the end, the purpose was decided to be "Using the power of 'Kasetsu' to create places of tomorrow in society." As a participant, how do you interpret this purpose?

Fukuzawa: I'm the type of person who accepts results honestly, so I'm very satisfied with the results.

Kasakawa: I also accept it without any discomfort. KASETSU is written in katakana, but there is room for interpretation, or rather, there are various possibilities. I've always felt that this is what makes it ASNOVA-like, so I was happy when we decided on this idea.

Kuchida: I chose the idea of not including the KASETSU. I'm not dissatisfied with the result, and I'm satisfied with how I'll adapt it. However, during the project, I was always wondering if the cassette would work.

So you had doubts about the word "KASETSU" itself?

Kuchida: If we suddenly start using case studies, I'll think that our company is only making hypotheses. I thought that purpose was something that looked further into the future. I thought that something that went beyond hypotheses would be good, so I recommended something that didn't have case studies.

Fukuzawa: If you change your perspective, kasetsu is a convenient word. By deliberately using katakana, it has a double meaning of "hypothesis" and "assuming," so it can be perceived as a play on words. When I first heard it, I wasn't really impressed.

However, when someone said something like "Let's use Kasetsu more and more" during the workshop, I felt that the possibilities of the word Kasetsu could be endless. This is the opposite of what Kuchida-san said, but I feel that by using the word Kasetsu, there are no more limitations.

For example, there are new projects that will create a new image for ASNOVA, such as the work of the Business Planning Office where Ms. Kasakawa works. But existing businesses remain important as always. The word "KASETSU" is very easy to use and can express both of these things, and I feel that it is a word that can be further developed in many ways in the future.

Kasakawa: I agree. I think these words will help support the president's desire to expand ASNOVA beyond Japan to the rest of Asia.

Finally, please tell us how you have changed as a person since experiencing this project, and if there is anything you would like to try in the future.

Kuchida: My job is completely behind the scenes, making sure everyone can use the system smoothly. So, I had to say, "Everyone, do your best beyond that!" ... or so I thought, but when I had the opportunity to talk with people from other departments during the project, I realized that these are the people who will ultimately use my system, and I feel like my perspective has broadened.

In the future, I would like to expand the scope of our IT operations even further. I would like to establish it as a department, rather than just a part of the General Affairs and Human Resources Department.

Fukuzawa: I want them to continue to grow. Scaffolding Business Unit I work for is the core of our current sales, but I think that in order for ASNOVA to grow in the future, Mr. Kuchida and Mr. Kasagawa need to become the core. They need to have more people than us.

As the company goes through this period of transition, I feel that we need to act as a bridge between the company and headquarters to prevent any allergic reactions from occurring on the ground.

Is there anything you personally want to do?

Fukuzawa: I want to work for a big company and earn a big salary (laughs).

Kasakawa: I would like to create a new service. I think that scaffolding rental business has grown through various efforts so far, but I want to be seen as more than just a company. I would like to launch a business that embodies the potential of "KASETSU". I am still in training, so I have high expectations for my future.

In the second part, we will interview ASNOVA's President, Mr. Ueda. We will talk about ASNOVA's past and what the future holds since Purpose was born. Please look forward to it.