Toshiba 2002 Annual Report Download - page 7

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5
TOSHIBA CORPORATIONTOSHIBA CORPORATION
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h Earnings
5
TO OUR SHAREHOLDERS
Business Reorganization
As the business environment becomes ever more demanding and
less forgiving, Toshiba is determined to devise an operational frame-
work that provides management direction for the overall Group, while
supporting individual businesses facing different circumstances and
different requirements. A comprehensive review of our operations has
made it clear that the time constraints, business cycles and particular
demands that our in-house companies face are growing increasingly
diverse. In response, we have adopted a four-fold approach to reor-
ganization: the integration of in-house companies with Group
companies, complete autonomy where it will enhance efficiency, full
independence to pursue alliances and collaboration with other com-
panies, and freedom to adopt a particular management style or
organization to reinforce strength and operations.
As a result of this approach, the Display Devices & Components Com-
pany, e-Solutions Company, Medical Systems Company and Home
Appliances Company have all been spun off and integrated with Group
companies, and are now developing new operating structures.
Introducing Business Groups
As already noted, Toshiba needs an organization that provides a
clear direction. To that we must add the need for faster, more reso-
lute decision-making. In pursuit of this, our structural reforms
include the establishment of business groups that bring together
those operations with similar time constraints and growth rates.
Each group comprises several in-house companies and Group com-
panies, and will develop the management approach best suited to its
businesses.
As a result of the above measures, the pace of management deci-
sion-making will be significantly accelerated and the management
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