After 12,000 Job Cuts, Panasonic Rebuilds Strategy Around Founder's Vision
Article excerpt
Panasonic Holdings Group CEO Yuki Kusumi speaks during an online briefing for investors on June 8. Panasonic Holdings, having drawn a line under a painful restructuring that cut some 12,000 jobs, is now moving to go on the offensive. Leading the charge is a name from the company's past: founder Konosuke Matsushita. At the heart of the group's new growth strategy is a moment in 1932, when Matsushita said he discovered the company's true calling. With 2032 marking the 100th anniversary of that declaration, Panasonic has identified two present-day social challenges it aims to address: improving energy efficiency and easing labor shortages on the front lines of industry. The company has positioned two business pillars - supporting AI infrastructure and supporting social operations - as its new growth engines. Asked at a joint press briefing what kind of company Panasonic aims to become, President and CEO Yuki Kusumi did not hesitate: "We are a company that manages itself in line with the founder's core management principles." While Matsushita was alive, Kusumi said, there was "a much stronger belief that we had to anticipate what customers were truly struggling with, ahead of time." But invoking the founder's philosophy does not ease the pressure on Kusumi's own numbers. Panasonic aims to raise adjusted operating profit, a measure of core earnings, to at least ¥750 billion ($5.1...
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The company eventually reduced its workforce by roughly 12,000, 2,000 more than initially planned.
