The future created beyond digital transformation

Through DX (Digital Transformation), the GxP Group takes on the challenge of transforming the customers’ businesses. Engineers are at the heart of it. In order to realize true DX, what are the skills required of engineers, and what growth opportunities can the company provide? I asked Watanabe CEO.

Since the founding of the company, we have continued to support the evolution of our customers’ businesses and the transformation of the companies themselves using digital technology. In a nutshell, DX = “digital transformation”, but sometimes a new organization is created within the customer, and the customer’s members and our members work together to thoroughly implement the business and organizational structure centered on digital. In some cases, we create completely new businesses while holding discussions.

The reason why we put the word “partners” in our company name is that we value the growth together with our customers. The ideal is to realize true DX by understanding and thinking together with the customer’s business, and eventually the customer no longer needs our power. Of course, if that happens, we’ll have to find new customers again (laughs), but I want to bring about a change in whole society by supporting the DX of many companies.

We are a company that is doing business with our technical capabilities in the digital and IT fields. In that sense, I believe that we can focus on the final value we provide to our customers only when we have the courage to say that “technology is just a tool” while sticking to technology. As an engineer, it is a prerequisite that you love and are interested in technology, but I would like someone who can get excited about “something” that will happen in the future. Engineers who can use this technology to turn the world upside down, and more importantly, to imagine that they want to use technology to turn the world upside down are attractive.

For example, if you are particular about doing only Ruby or developing in Java, you will start thinking about that language from the beginning, and the range of proposals will be narrowed. It’s a bit extreme, but I think engineers who can decide not to do a job that doesn’t lead to profit for the customer, no matter how profitable it may be for our company, are the kind of OUR human resources.

It is a point of view that firmly ascertains the necessary technology to achieve the goal, sometimes the courage to make choices, and communication skills. In the GxP Group, just because you are an engineer doesn’t mean you just have to develop a system according to the requirements.

Always question what is presented to you, “Is it the best for the customer?” is important. I would like you to experience the joy of directly exchanging opinions with customers and experiencing the tactile sensation of transforming your business.

Many of the customers we have worked with for many years are large companies with business scales of trillions and hundreds of billions of yen, and they have already made large-scale IT investments of tens of billions and hundreds of billions of yen annually. When it comes to DX, people tend to think that it is better to replace everything with new ones, but we are good at coordinating new technologies and products while making use of existing digital technologies.

The software and systems that major companies have developed so far are, so to speak, a treasure trove. If you thoroughly pursue the latest technology, you will always have the opportunity to come into contact with the ideas and experiences of the old systems that have supported the world. For example, we wondered how Japan’s railway operation management system, which does not allow delays of even one minute, was created, and what engineers at the time put their heart and soul into. The process of creation should expand the range of work and lead to a deeper knowledge of engineering.

Occasionally, we encounter assets developed in an old language that is unfamiliar to young engineers, but there are many experienced engineers in the company, so I expect young engineers to absorb knowledge while borrowing experience and wisdom from them, and grow.

I think that the awareness of raising people is irreverent. I believe that whether or not a person develops and grows depends entirely on their own strength. However, as a manager, I have always thought that I would like to work with passion for the growth of people.

Therefore, I see it as the job of the manager and the job of the company to provide fair opportunities for growth. I will never make a decision that is different from the person’s intention, such as because he is a liberal arts student and can’t develop, or because he graduated from an engineering department and should work as an SE. Of course, it’s work, so we can’t just do what we want to do. However, I am always conscious of valuing the growth motivation of each and every employee and never nipping at the buds of motivation.

If there is no room for growth in the existing business, it is the company’s job to prepare it. Whether or not engineers can grow there is up to them, but I want them to keep challenging themselves.

Autonomy and diversity. The GxP group is made up of a wide variety of people, not only of different genders and nationalities, but also of age, background, and life stage. In order to work in a team and produce results, it is necessary to let Mr. A do what Mr. A is good at, while Mr. B demonstrates strengths in a completely different field. And it’s important that you find what you want to do.

By gathering autonomous people who can exercise self-discipline and make the best decisions according to the situation, I would like us to improve our performance as a team and propose value that only we can provide to our customers.