Change Launches "Self-Starter Training" to Cultivate Talent Capable of Driving Results from the Ground Up

Change Inc. (Headquarters: Minato-ku, Tokyo; President and CEO: Tomohiro Noda; hereinafter referred to as "Change"), a subsidiary of Change Holdings, Inc. (Headquarters: Minato-ku, Tokyo; President and CEO: Daishi Fukutome; hereinafter referred to as "Change HD") that operates a human resource development and DX consulting business, announced on June 11th the launch of its human resource development program "Self-Starter Training ~To Become a 'Proactive' Talent Who Delivers Results Even in Chaotic Times~" targeting young and mid-career employees.

This program focuses on "proactivity" and "organizational drive," key themes in human resource development that influence corporate competitiveness, and supports the cultivation of talent capable of generating results driven by the front lines. It has already been introduced to over 20 companies, with plans to expand to 100 companies this fiscal year.

Materials regarding Self-Starter Training: https://www.change-jp.com/download/self-starter-training

Development Background - An Era Where "Organizations Where People Don't Move" Become a Management Issue While the corporate environment is rapidly changing due to the advancement of DX and the spread of generative AI, many companies are facing the following "structural human resource challenges":

Employees can perform "assigned tasks" but cannot set their own challenges or step into value creation. Strong dependence on superiors slows down decision-making speed. Organizational transformation does not progress, and the front lines remain unchanged. These are not merely skill deficiencies but issues related to employees' thinking and behavioral characteristics, posing significant management challenges that hinder organizational competitiveness.

Change defines talent that can solve these issues as "Self-Starters."

What is a Self-Starter? A Self-Starter is not just an individual with initiative, but someone who can design and drive actions that directly lead to organizational results.

Continuously envisions the "ideal state (To-Be)" Proactively proposes ideas to superiors and management with conviction Engages stakeholders and sees initiatives through to completion Characterized by the ability to integrate conceptualization, execution, and engagement, rather than just thinking or acting alone.

Why Traditional Training Doesn't Lead to Change Much of the human resource development conducted by many companies has tended to focus on "knowledge acquisition" and "skill acquisition." However, what is required on the front lines is:

The ability to make judgments The ability to mobilize others The ability to influence the organization These cannot be ingrained through lecture-centric training. Therefore, this program is built upon "designing changes in thinking and behavior" based on practical knowledge of the behavioral characteristics of talent that drives organizations, cultivated through joint development with Japanese manufacturing companies holding top global market share.

Program Features This program is structured around the following three core capabilities:

① The Power to Envision (Conceptualization) Setting the "ideal state" based on external environment and internal conditions.

② The Power to Mobilize (Engagement) Understanding stakeholders and building relationships. Communication to advance decision-making.

③ The Power to Delegate (Driving & Development) Not just acting independently, but maximizing results by leveraging others.

Furthermore, it incorporates mechanisms that immediately promote behavioral change, emphasizing "immediate behavioral change and applicability in practical work after training."

Scenario-based practical decision-making training Practical self-reflection directly linked to one's own work Behavioral design considering organizational context

Expected Effects for Adopting Companies Through this program, companies can achieve the following changes:

Increase in proactive issue setting and proposals by young and mid-career employees. Improved decision-making speed by overcoming dependence on superiors. Continuous output of change agents who drive the organization from the front lines. In essence, it functions not merely as human resource development, but as infrastructure to enhance the "organizational drive itself."

Representative's Comment In recent years, corporate competitive advantage has depended not only on technology but also significantly on "how autonomously the front lines can operate." In supporting many companies, we have frequently observed the challenge of "talented individuals not leading to organizational results."

This program breaks down the behavioral characteristics of talent who have achieved results in actual work environments, in collaboration with companies holding top global market share, and translates them into a reproducible format. It is the crystallization of our continuous efforts to address not just "啓発" (enlightenment/awareness) of proactivity, but how to cultivate talent that drives organizations and generates results.

Even in the era of generative AI, we believe that ultimately, corporate competitiveness will be determined by "whether individuals can think, act, and engage others proactively."

Through this initiative, we aim to contribute to the transformation of many companies into "organizations where people move."

About Change Inc. Change Inc., within the Change Group, is a company that brings innovation to the business/operations of any organization through people (human resource development) and technology (New-IT). With the mission "Change People, Change Business, Change Japan" and the vision "CHANGE Productivity," we promote the NEW-IT transformation business, responsible for human resource development support and the innovation and digitalization of business processes. Company details can be found at https://www.change-jp.com/.