Olympus 2015 Annual Report Download - page 15

Special Feature
Olympus intends to create a new
corporate strategic plan during
scal 2016 to guide it in the pur-
suit of further growth over the
period after the conclusion of the
medium-term vision established in
2012. To advance the formulation
of this plan under the ideal struc-
ture, the Company transitioned to
a new organizational structure in
April 2015.
Overview of New Organizational Structure
Groupwide Reorganization
(Integration of Operating Companies)
Olympus had previously employed an organi-
zational structure through which the Medical
Business and the Imaging Business were
operated by subsidiaries, Olympus Medical
Systems Corp. and Olympus Imaging Corp.,
respectively. Under the new organizational
structure, these companies were integrated
into the Company to consolidate the functions
that had been dispersed among businesses
inorder to boost management efficiency and
allow for management resources to quickly be
allocated to specific businesses. In this manner,
the new structure enables swift response to
the ever-changing market conditions.
Matrix Style of Business Operation
The new organizational structure is a departure
from the prior style of operation that was based
on the “in-house company system,” which grants
each business a high degree of independence.
Instead, the new structure employs a matrix
style of operation, which is realized through a
balanced union of the business and functional
axes of the organization. By reorganizing the
functions that had previously been dispersed
among businesses and consolidating them
within functional organizations, we aim to utilize
human resources, technologies, and other
management resources without being restricted
by business boundaries, and thereby realize
improved management efficiency and inter-
business synergies.
April 2015
Development of
a New Organizational Structure for
the New Corporate Strategic Plan
Under the new organizational structure, we will formulate our new corpo-
rate strategic plan through a coordinated effort between business units
and functional organizations.
New Organizational Structure for
New Corporate Strategic Plan
Business Units
Develop business strategy,
Requirements to functions
Implement business strategy,
Business responsibility
Functional Organizations
Medical Business
Business Management Ofcer (BMO)
Uro / Gyn
(Urology /
Gynecology)
GS
(General Surgery)
GI
(Gastrointestinal)
ENT
(Ear, Nose,
and Throat)
Medical
Service
Scientific
Solutions Imaging
Medical Business Units
President
CSR & Compliance
Ofce
Corporate
Management Ofce
Scientic Solutions &
Imaging Business BMO
From fiscal 2013
Progress of the
Medium-Term Vision
(Corporate Strategic Plan)
The following measures were advanced
under the medium-term vision, which
was established together with the new
management team in 2012.
• Expansion of the Medical Business
• Reorganization of non-core
business domains
• Restructuring of corporate governance
• Reinforcement of financial position
From April 2016
Start of the New
Corporate Strategic Plan
The three key points of the new corporate
strategic plan currently being constructed
are listed below. Based on these three
points, we will discuss the new plan on a
Companywide basis with the aim of for-
mulating management strategies that can
fully leverage the characteristics of the
new organizational structure.
• Growth
• Capital efficiency
• Financial soundness
For more information, please refer
to “Interview with the President”
beginning on page 16.
Point 3
Creation of Business
Development Office
For more information,
please refer to page 46.
The Business Development Ofce was
established as a specialized organization
for facilitating efforts to expand operations
in new elds, explore new businesses, and
conduct M&A activities. It is responsible
for actively allocating resources to drive
growth over the medium to long term.
Realize functional requirements,
Strengthen function and improve
efficiency across business units,
Optimize Company’s
management resources
Implement functional strategy,
Investment / Resource manage-
ment (human resources / assets)
Sales
Manufacturing
R&D
Quality and Regulatory
Corporate
Point 2
Reorganization and Establish-
ment of Functional Organizations
By reorganizing the functions that had
previously been dispersed among busi-
nesses and consolidating them within
functional organizations, we aim to fully
utilize the management resources of the
entire Company. In addition, we estab-
lished the Sales Group as a new functional
organization for overseeing the marketing
departments of each business and
strengthening Olympus’ sales capabilities,
which was previously an area of weakness.
R&D Group: This group is responsible for
allocating resources based on R&D targets
and business to make full use of Olympus’
technological capabilities.
Manufacturing Group: This group is tasked
with effectively utilizing the Company’s global
production infrastructure, and establishing
cross-business manufacturing strategies.
Sales Group: This group has the goal of
strengthening Companywide sales capabili-
ties to better communicate the superiority of
Olympus’ technologies and the appeal of its
products to the market.
Quality and Regulatory Group: Viewing the
institution of stricter regulations and other
operating environment changes as opportu-
nities, this group aims to create systems to
ensure quick response to such changes.
Business
Development
Office
Point 1
Expansion of New Business
Units in the Medical Business
For more information, please
refer to page 28.
In order to fuel the further expansion
of the Medical Business, the Uro/Gyn
Business Unit, ENT Business Unit, and
Medical Service Business Unit were
established as independent organizations
for strengthening operations in the strate-
gic areas of urology; gynecology; ear,
nose, and throat; and medical services.
27
OLYMPUS Annual Report 2015
26 OLYMPUS Annual Report 2015
Olympus’ Growth Strategies