FY27–FY31
From 1 October 2026 to 30 September 2031, our direction connects client outcomes, GCI’s sustainable growth and the well-being and fulfillment of our people. This page summarizes the publicly disclosed direction.
Strategic thesis
Over these five years, strengthen integrated support for Japanese growth and cross-border businesses, support for critical hiring and career decisions, and support for performance whether or not a job change is involved. Turn individual expertise into quality that multiple practitioners can reproduce.
For businesses, examine the soundness of business strategy and the people, organizational and operational conditions for execution. For individuals, start with goals, values and experience to support decisions and performance. Select the necessary means and support implementation and independent operation.
Reduce dependence on a few members’ experience or constant checking, and establish roles, authority, shared decision criteria, development and quality management. Aim for an organization that maintains and improves value even when the person responsible changes.
Reinvest profit and trust in people, AI, knowledge and services. Create a cycle in which expertise, compensation, health, rest and learning lead to better decisions and client support.
Focus & discipline
For now, prioritize Japanese growth companies with concrete plans to enter or expand overseas and a need to build the people and execution structure required.
Expansion and turnaround of existing overseas businesses are adjacent priorities. This focus does not restrict who we support. We also deliver independent value to domestic growth companies without overseas plans, overseas companies’ Japanese businesses and individual clients.
Consider business strategy together with the people responsible, roles, authority and day-to-day operations. Connect the plan with execution and aim for the client to operate and improve independently.
Global means not only location or company type, but the ability to achieve results in different environments. Anchored in Japan, we do not restrict clients’ or GCI’s possibilities by borders or existing business categories.
Business model
For clients, we offer Enterprise Solutions for businesses and Career Solutions for individuals. Three businesses support these two groups. Each develops specialist quality that makes it a compelling choice in its own right, while working with the others according to the client’s issue.
Japan to Global supports Japanese companies’ growth and overseas expansion; Foreign to Japan supports overseas companies entering Japan and growing their Japanese operations. Consider business strategy and the execution structure of people and organization together.
For businesses, Critical Role & Leadership supports critical positions and leadership. For individuals, Talent Search & Career Advisory provides placement and ongoing career support. Support decisions on both sides and results after joining.
For individuals, the Global Career Accelerator Program (GCAP) supports careers and performance independently of the availability of a particular vacancy. For businesses, Talent & Performance Acceleration supports assessment, development, assignment and appointment, and performance in the business and organization.
Embed AI in workflows covering verification, storage and reuse as well as research and first drafts. People remain responsible for understanding clients, difficult decisions, creativity, relationships and final accountability.
Convert learning across the businesses into assessment criteria and delivery approaches while respecting purpose, consent and confidentiality. Develop specialist quality that stands on its own and use relevant collaboration to improve subsequent decisions and outcomes.
Business priorities
Develop each business’s expertise and make the approach, outcomes left with the client and delivery structure concrete. Focus on which conditions can change for the client, rather than on the number of services.
As the core business, integrate diagnosis, design, implementation and capability transfer. Go beyond completing a hire to enable clients to execute their strategy.
Select the necessary means from recruitment, internal appointments, development, AI and work redesign, connecting roles, authority, management control, joint execution and phased handover. Through delivery experience and standardization by FY28, improve the ability of multiple people to deliver consistent quality.
Under Japan to Global, support Japanese companies’ growth and overseas expansion; under Foreign to Japan, support overseas companies entering Japan and growing their Japanese operations. Move beyond conversations with executives to build the people, organization and management foundations needed for execution.
Agree with clients which capabilities they want to bring in-house and who will take responsibility. Incorporate development, joint execution, phased transfer and adoption into the engagement. By FY31, aim for integrated delivery capability that is specifically sought out in priority markets.
Move between the company’s business and organizational strategy and the individual’s career strategy within the same hiring and career decision. Neither party is treated as a means to the other’s ends.
Focus on critical positions and improve consistency from role success conditions, fit assessment, selection and comparison of terms through to results after joining. Where appropriate, advise against hiring or changing jobs.
Provide Critical Role & Leadership for businesses and Talent Search & Career Advisory for individuals. Connect important talent with meaningful opportunities, supporting decisions both parties can endorse and the results that follow.
Connect critical hiring and career choices with outcomes for both sides. Examine meaningful roles and opportunities from both corporate strategy and the individual’s career and values. Beyond matching job conditions with a résumé, consider expected outcomes, authority, personal aspirations and constraints, and support selection, decisions and the transition into the role.
Towards FY31, develop a delivery structure in which multiple practitioners can consistently define critical positions, support decisions on both sides and review outcomes after joining. Where appropriate, include the option not to hire or change jobs.
Distinguish support starting from a specific vacancy or hiring opportunity from ongoing capability development that does not depend on a particular vacancy. GCAP provides the latter, with the individual choosing the support needed.
Whether or not a job change is involved, help people clarify their potential, develop the capabilities and track record needed, and deliver results in their current or next environment.
Individual GCAP supports career decisions and performance through assessment, practice, feedback and progress review. Corporate Talent & Performance Acceleration connects assessment, development, assignment and appointment of talent with business and organizational outcomes.
Support in practice
This example explains an approach to support; it does not describe a particular client result or guarantee an outcome.
First clarify the outcomes sought for the overseas business, the leader’s role and authority, decisions with headquarters and the potential of existing people. Then select the necessary means from external hiring, internal appointment, development and work redesign.
If hiring is needed, connect with Talent Search and align role and selection success conditions. In parallel, build the operating and management structure that enables the person to perform, then undertake joint execution and phased handover.
Examine more than the number of hires: review changes in business launch, decisions, management control, delivery quality and the client’s ability to operate and improve.
This example explains an approach to support; it does not describe a particular client result or guarantee an outcome.
Alongside desired conditions, clarify the role sought, past achievements, constraints in life and capabilities to develop. Compare expanded responsibilities in the current role with a job change, and support the practice, achievement building and decisions needed.
If the person does not change jobs or finds the next opportunity through someone other than GCI, we still recognize the client’s outcome. Moving to or being introduced to another GCI service is not a condition for successful support.
Quality & operating model
Take AI as a foundation, with human judgment, creativity and accountability at the core. Build workflows that improve client outcomes and delivery quality, rather than measuring the number of tools introduced.
Connect initial information gathering with assessment, proposals and practice, execution, progress review, outcome records and reuse. Measure time and quality including human checking and rework, and return time to client understanding, difficult judgments, creativity and learning.
| Stage | AI and automation | Human responsibility |
|---|---|---|
| 01 · Organize the issue and information. | Assist with research, summaries, comparison and initial organization. | Understand the client and frame the problem. |
| 02 · Support proposals, assessment and practice. | Create drafts, questions, repeated practice and comparison materials. | Examine the evidence and decide the individual strategy and advice. |
| 03 · Check execution and progress. | Support routine processing, progress monitoring and checks for omissions. | Handle the dialogue needed, exceptions and changes of course. |
| 04 · Review outcomes and feed learning back. | Assist with records, format checks and identifying candidates for reuse. | Take responsibility for outcomes, permitted use, confidentiality and final quality. |
Convert practical knowledge from each business into assessment criteria, standard deliverables, support methods and development while respecting consent, purpose, anonymization and access permissions. Distinguish having recorded something from being able to reuse it and from its having contributed to real outcomes.
Establish development, a second responsible person, roles and authority so that new practitioners understand the reasons for decisions and the quality standards. Work with external specialists, while retaining accountability to the client and responsibility for important decisions.
Review delivery time including human checking and rework, quality at the first attempt, client actions and outcomes, and quality after a change of practitioner. If AI increases the checking burden, redesign the work and responsibilities rather than simply increasing its use.
FY31 end state
Increase the value we deliver and our ability to reproduce it, as well as the size of the company. Combine expertise and compensation, health, rest and learning with sustainable growth.
Including tax, for the full FY31 year. Develop sustainable earnings through pricing, client numbers, delivery capacity and demand generation.
At the target revenue level, measured against tax-inclusive revenue. Balance client quality, rewards for specialists and investment in further growth.
Assumed at the target revenue level. External coaches, contractors and specialist partners are engaged separately.
Annual amount before the individual’s taxes and social insurance contributions. Aim to reach this progressively through expertise, client outcomes, productivity and profitability.
A state to work towards progressively by FY31, together with a structure that protects quality, health, rest and development.
All figures are future management targets towards FY31; they do not represent current results or individual employment terms. Revenue includes tax, and the operating profit margin is measured against tax-inclusive revenue. Core employee numbers assume the target revenue level, with external coaches, contractors and specialist partners engaged separately. Average cash compensation is annual compensation before individual taxes and social insurance contributions. The equivalent of three days off per week is a working arrangement to aim for progressively.
Reinvest profit and trust earned through client outcomes in people, services, technology and learning. A small, highly capable team must not be a euphemism for understaffing: build the structure needed to protect quality and sustainable working conditions.
We will not pursue growth that structurally or persistently sacrifices client success, GCI’s sustainable growth or the fulfillment of our people.
Roadmap
Each year describes the state to be achieved by that year, rather than when work begins. Preparation, validation and development start earlier, with client outcomes checked along the way.
Define roles, authority and quality standards for core work. Through building execution structures for Japanese growth and cross-border businesses, supporting corporate talent and performance, and delivering individual GCAP programmes, continue checking outcomes and improving delivery methods.
Develop standard deliverables and quality criteria so that multiple people can consistently deliver core services. Strengthen diagnosis, design, implementation and capability transfer in corporate support, and use delivery results to select the areas to keep strengthening.
Enable a substantial part of routine delivery, initial decisions and initial quality management without depending on a particular employee’s experience or constant checking. Establish roles, authority, shared decision criteria, a second person responsible and development.
Operate mechanisms that apply understanding and practical knowledge of both corporate and individual clients where needed. Develop each business’s specialist quality and become recognized in priority markets as the firm to approach for the relevant challenge.
Improve revenue, profit, delivery capability, AI use, organizational autonomy and enduring management strength together. Aim for integrated delivery capability sought out in priority markets and a small, highly capable team with deep expertise, strong compensation and sustainable working arrangements.
COMMIT
Long engagements or more frequent contact are not ends in themselves. Share outcomes with clients, repeat execution, verification and revision, and leave the ability to decide, act and improve.
Put the six COMMIT principles into practice through jointly defined outcomes, joint planning, anticipation, evidence-based measurement, necessary course correction and capability transfer. Agree scope and responsibilities, and recognize an appropriate reduction or end to support as progress for the client.
Clarify with the client what counts as an outcome and what state represents success. Confirm at the start which capabilities should move in-house or become independently sustainable.
Agree who does what by when and where progress and outcomes are reviewed. Separate client and GCI responsibilities, and include milestones for development, joint execution and transfer.
Share risks and gaps affecting outcomes early and proactively propose the next actions needed. Do more than answer questions.
Review progress and GCI’s contribution using actions, outcomes, data and concrete evidence. Handing over materials alone does not complete capability transfer: confirm that the work can be performed at the required quality.
Do not make adherence to the original plan an end in itself. Revise priorities, methods and roles according to facts and outcomes, and voice necessary disagreement or warnings.
Transfer decision criteria, knowledge, habits and systems to the client. Leave businesses able to operate and improve independently, and individuals able to think, choose and learn again in a different environment.
COMMIT does not unconditionally guarantee an offer, a hire, revenue growth or other results. Agree outcome conditions, responsibilities, scope, duration and fees, and verify the work with evidence and make the changes needed.
Services, trust and next steps
We combine the expertise of our three businesses to support management and organizational challenges, the recruitment of key people, and career development and performance.
For individuals, GCAP supports career choices and the ability to perform. For businesses, GCAP ENTERPRISE supports people development, alongside assessment, placement and promotion. We discuss and agree the support, responsibilities, duration and fees before proceeding.
We do not reuse corporate or individual consultation details or assessment information across engagements without permission. We respect client consent, the purposes of use, contracts, anonymization and access limited to what is necessary. Reusing knowledge is different from repurposing an individual's or client's information for another business opportunity.
Even when several services address the same challenge, we do not treat one client as a means of generating revenue from another. We do not make unnecessary additional services a condition of support. We clarify the support, responsibilities, duration and fees.
The full public booklet is in Japanese.
Read the public booklet · JapaneseFY denotes a financial year ending on 30 September. FY31 runs from 1 October 2030 to 30 September 2031. This strategy sets out our direction and future targets for FY27–FY31; these are distinct from actual results, earnings forecasts and recruitment terms. The support-design examples are edited illustrations, not results from specific clients.
Start a conversation
Tell us what you want to change and what is getting in the way. We will clarify the support, responsibilities and next step together.
