| I reconstructed
KSI from gde facto bankruptedh
status to a most profitable and
stable situation. When Kubota Corporation
appointed me as President CEO,
KSI had sizable assets but was
negative in equity with an extraordinary
volume of software inventory and
4 yearsf deficit in a raw, which
required a huge amount of borrowings
from banks. Yet, KSI turned out
to be quite profitable and sound
in its financial status in the
second year since I assumed the
position because I wrote off most
of the bad assets at the end of
my first year. KSI has been enjoying
the highest net profit throughout
its history in my second and third
year. Total assets and borrowings
are estimated to be squeezed down
by half with almost no idle inventory
at the end of March this year.
The method I applied in order
to get out of such disorder was
gto come back to the principle
of managementh rather than to
take a quick but whimsical action,
because such status brought about
an ad hoc style of management
by my predecessor although KSI
had enjoyed both profit and stability
when his processor was in the
position. The principle of management
was to reconfirm and clarify
the nature of corporate identity,
which consists of such essential
elements as the purpose or the
mission of its foundation, the
foundersf vision, the specific
business field and the core competence,
as shown in the following definitions.
In fact, this methodology of management was learned through my experience as
President CEO for Rasna Corporation, or the Joint Venture with Silicon Valley
start up Venture, which truthfully followed the principle of corporate vision
even under the circumstances that capitalists strictly requested short-term
clearance of target and tight money operation.
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