Healthcare Case Studies
■Coaching / Mentoring
・Executive coaching and leadership development for top management and senior executives (multiple engagements)
■Functional Strategy / Organizational Design / Talent Assessment
・Executive Team Realignment Through Management Assessment
・Strategy and organizational design for corporate strategy and policy functions, including capability assessment of core talent (global pharmaceutical company)
・Activity strategy development and capability-building support for medical policy and corporate strategy functions (major medical device manufacturer)
・Execution support for business and talent due diligence (private equity fund)
■Onboarding Support
・Executive development and onboarding support for senior leaders (global pharmaceutical companies, startups, and others)
・Onboarding and development support for professionals transitioning from central government ministries and agencies to the private sector (global pharmaceutical and medical device companies, among others)
・Executive selection and first-three-month onboarding support (healthcare provider)
■Other
・End-to-end planning and execution support for preventive intervention initiatives under tripartite partnerships among corporations, municipalities, and universities (global pharmaceutical company)
Executive Coaching and Leadership Development for Top Management and Senior Executives
We provided executive coaching to senior leaders at a major multinational company with the objective of strengthening organizational performance and enabling large-scale transformation.
Our support began prior to appointment, with preparation tailored to the industry context and organizational dynamics of the client, thereby helping ensure a strong start from day one.
Specifically, we worked alongside the executive to develop the internal announcement message at the time of appointment and to design the communication strategy for the first town hall, using a hypothesis-driven approach.
Following appointment, we gathered rapid feedback during the first 30 days and made early course corrections where necessary. Thereafter, we continued to provide close, hands-on support over approximately two years.
Initially, this support included in-person sessions supplemented by follow-up discussions by phone. After the first six months, sessions were conducted one to two times per month, calibrated to the evolving situation. As a result, the organization’s performance improved substantially, and the executive earned strong recognition from both internal and external stakeholders.
Executive Team Realignment Through Management Assessment
Following the appointment of our new CEO, we conducted an assessment to evaluate the capabilities and potential of the executive team reporting directly to the CEO (CEO-1), with the goal of developing actionable improvement plans. The executives were evaluated through a multi-faceted approach, combining one-on-one interviews, psychometric and behavioral testing, and 360-degree feedback.
The assessment revealed that the current leadership team was highly homogeneous, with a significant bias toward specific backgrounds (including industry experience and education), as well as a strong skew in competencies, mindset, and behavioral traits. Consequently, it highlighted a critical gap: the team lacked the exact skills and experience required to drive our future growth business sectors.
To address this challenge, we redefined the ideal executive profile and optimal team structure based on the assessment insights and our future business strategy. This allowed us to execute a transformation toward a highly diverse and well-balanced leadership team.
Specifically, moving away from a traditional organization concentrated with “similar talent,” we redesigned individual positions and strengthened the team through external hiring. This was done to build a new team that encompasses the full spectrum of capabilities essential for our business success.
As a result of this strategic realignment, the combination of diverse perspectives and deep expertise ultimately made a significant contribution to driving overall corporate performance.
Strategy and Organizational Design for Corporate Strategy and Policy Functions, Including Capability Assessment of Core Talent
(Global Pharmaceutical Company)
The operating environment surrounding global pharmaceutical companies is changing significantly, making strategic clarity and organizational design in core functions such as corporate strategy and government affairs increasingly important.
To support the strengthening of these functions, we first conducted an external environment assessment and identified the capabilities required considering the company’s therapeutic focus areas and future pipeline outlook. We then defined talent requirements for the function head and core director-level roles, as well as the competencies expected at the staff level, and designed the organization accordingly.
By applying the principle that organization should follow strategy, and by sequencing strategy development ahead of organizational design, the function has begun to generate meaningful results.
Activity Strategy and Capability-Building Support for Medical Policy and Corporate Strategy Functions
(Major Medical Device Manufacturer)
At this major medical device manufacturer, the mid-term management plan and strategic direction were clearly articulated; however, discussion around the talent requirements and execution model needed to deliver on that strategy remained underdeveloped.
In this engagement, we defined the required organizational structure and staffing model in line with the strategy, while also detailing the behavioral expectations and capability requirements for each team member. We additionally supported recruitment to help secure the right talent.
Beyond organizational design, we developed a concrete one-year action plan and provided hands-on support to help newly hired personnel achieve impact early.
Execution Support for Business and Talent Due Diligence
(Private Equity Fund)
At the request of a private equity fund, we conducted management assessment of an investment target company. Through multiple interviews and reference checks, we executed what is commonly referred to as talent due diligence.
Based on these findings, the fund proceeded with the investment decision, contributing to a successful outcome for both the investor and the target company.
Executive Development and Onboarding Support for Senior Leaders
(Global Pharmaceutical Companies, Startups, and Others)
In executive onboarding, the first approximately three months following appointment are especially critical. While many leaders progress relatively smoothly in the early stage, expectations and scrutiny gradually intensify, and their true effectiveness begins to be tested.
In this support model, we gather timely feedback from both the individual and surrounding stakeholders, align expectations on both sides, and increase the probability of success. We believe that hiring without onboarding support entails significant risk, particularly for mission-critical roles, and therefore recommend a carefully structured, hands-on onboarding approach.
Onboarding and Development Support for Professionals Transitioning from Central Government to the Private Sector
(Global Pharmaceutical Companies, Medical Device Companies, and Others)
In recent years, cross-sector career transitions have become increasingly common, particularly moves from central government ministries and agencies into the private sector. At the same time, a meaningful number of such transitions encounter early cultural friction, adaptation challenges, and in some cases early departure.
We have supported many professionals transitioning from central government ministries such as Japan’s Ministry of Health, Labour and Welfare, as well as from local governments and international organizations, into private-sector companies during the approximately three-month onboarding phase surrounding entry, often referred to as the First 100 Days.
Our support includes guidance on differences in culture and behavioral norms between government and private-sector organizations, differences in meeting and presentation styles, common technical and adaptation-related challenges, and practical advice tailored to the specific industry and company context. This helps prevent early-stage misalignment and allows individuals to realize their full potential, while also reducing the risk of premature attrition.
This type of support is also effective for professionals transitioning from large domestic companies to multinational organizations. Across many organizations, performance degradation caused not by capability issues but by differences in norms and culture is more common than often assumed. Early and appropriate intervention can materially improve the probability of success.
Executive Selection and First-Three-Month Onboarding Support
(Healthcare Provider)
In healthcare organizations, it is often difficult to allocate sufficient resources to systematic management practices and leadership development in the way many corporations do. At one major healthcare institution, long-standing financial deficits persisted and operational improvement stalled.
As changes in facility infrastructure and ward functions altered the leadership profile required, a decision was made to appoint a new hospital director. In this engagement, we provided hands-on support to the next-generation leadership candidate, advising on key success factors at the time of appointment, behavioral adjustments informed by organizational culture, and practical management reform measures.
End-to-End Support for Preventive Intervention Initiatives Under Corporate-Municipal-University Partnerships
(Global Pharmaceutical Company)
As part of a social contribution initiative under a tripartite partnership among a corporation, municipalities, and a university, we supported the planning and execution of a disease-prevention intervention program over multiple years.
The client entered into partnership agreements with municipalities in Japan and collaborated with a university to implement the initiative on an ongoing basis. Our support covered the overall program design, selection of partner municipalities, development of internal municipal implementation structures, facilitation of launch meetings and workshops, interim evaluation, and extraction of final lessons learned.
In initiatives of this nature, the presence of a neutral party capable of driving alignment across stakeholders is often critical to success. We fulfilled that role as an independent third-party facilitator.