Leading corporate change through M&A as momentum build -

 

E.C

Why ABeam ?

During my student days, in order to work for a long period locally I began studying software development and Japanese language, since Chinese offshore development is so active, and in Dalian, where I'm from, about 80% of business is with Japan. In graduate school in Beijing, I majored in software development for the Japanese market, and came to Japan for an internship. After starting my career as an application engineer, I moved to the Japanese branch of a major Chinese SIer vendor, but I sensed that systems development and implementation alone do not give rise to major transformations in business processes throughout a whole corporation.

E.C

So I decided to change careers to a consulting firm in order to place myself in an environment in which this could be accomplished. I joined ABeam because I found it appealing that they make it possible to get involved in providing upstream support with strategic proposals and whole-company business process transformation.

Experiences in ABeam ~ Impressive Project~

I helped with ITDD (a general IT study of the firm to be acquired) and PMI (post-merger integration process) in the IT field for cross-border M&A projects by major Japanese trading firms. While it was necessary to advance multiple cross-border M&A projects simultaneously, in a country where the Japanese-style approach won't necessarily be welcome, the issue was to standardize optimal approaches to the extent possible, then implement and firmly establish them at each of the client's global locations.

In ITDD and PMI for M&A, I was representing the buyer, so there was a need for some tough communication with the CXO of the acquisition target firm, which demands high-level negotiation capabilities. By adopting communication methodologies compatible with the other person's country and culture, I was able to obtain agreement on conditions that were optimal for the client. In addition to ABeam's extensive knowledge of Japanese corporate systems, I made full use of our knowledge of the industry, business processes, and technology, producing an ITDD/PMI framework and employee education program to standardize processes and ensure that they took root.
 
Through this project, I was reacquainted with the crucial importance of aggressive IT. In Europe and the United States, ITDD is seen as a crucial risk-hedge element, although at Japanese firms we can find many cases in which ITDD is not carried out. My sense is that this is because of a conservative attitude satisfied with whatever conditions enable the company to operate its current business processes post-merger without problems, and a lack of personnel who can carry out ITDD despite awareness of DX from a management perspective.

ITDD is crucial not just because it prevents unanticipated IT costs from emerging after the acquisition decision is made. As business changes from selling goods to selling intangibles (such as data utilization and services), ITDD is critical to maximizing the value of IT and data utilization in keeping with the form that next-generation companies are to take. I want for ABeam to convey to the client the crucial nature of aggressive IT.

Future ~Growth Story~

E.C

I want to put the value of my experience and background on cross-border M&A projects to work in achieving higher business value for the client through a combination of IT infrastructure and data utilization, advancing global projects with aggressive IT proposals and implementation. I think that ABeam's strength lies not only in its extensive knowledge of Japanese corporate systems, but also its ability to relate how companies should exist in the coming era of advancing DX. While making the most of these strengths, my aim is to build a system of intimate links with each global location while advancing standardization of M&A-related services to further boost our presence in the M&A field.

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IT Management

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