Manedic to Launch Cross-Company “Subordinate Capability Development Program” for Young Venture Employees in May 2026

Manedic Inc., a Tokyo-based company that supports the development and management of venture-style organizations resilient to change, will launch a new service in May 2026: the “Cross-Company Subordinate Capability Development Program,” also called the Venture Standard Program. The service targets young employees and team members at venture companies. The new offering was created in response to companies considering Manedic’s existing customized program, who said they had only a small number of eligible members but still wanted them to participate, or wanted them to learn together with young employees from other companies. The new cross-company format allows participation from just one person per company. According to Manedic, through its work with more than 300 growth companies, it has repeatedly seen workplace dilemmas such as “I want to say it but cannot” and “I want to change things but cannot act.” Young employees want to grow quickly, but no one clearly teaches them the standards and ways of working in venture companies. Managers hesitate to speak directly out of concern for damaging relationships and spend excessive time following up with members. Companies want to raise productivity per employee, but lack the resources and bandwidth to carefully develop people on the ground. To address these issues, the program has been offered as training in which a neutral third party objectively communicates “venture standards.” The main reason for launching the cross-company version is to raise participants’ benchmarks by exposing them to peers from other companies. When guidance comes from an internal manager, employees may assume that only their own company is strict. By learning alongside young employees from other firms, they can directly sense that external standards are higher and that others face similar challenges. The program consists of three practical two-hour sessions that cover the mindset and concrete skills needed to succeed in venture companies. Its curriculum is structured around “quantity, quality, and skills”: mindset focused on overwhelming action volume, mindset focused on ownership and openness to feedback, and skills focused on self-management. The cross-company program offers three key values: installing venture standards through a third party, providing practical know-how from fast-growing companies, and connecting learning to the workplace through pre-training diagnostics and follow-up reflection meetings. The program is fully supervised by Shunsuke Kawasaki, who became a director at a company with around 1,000 employees after joining as a new graduate, together with Manedic, which has provided organizational consulting services to 300 venture companies. It systematizes practical knowledge from rapid organizational scaling rather than relying on abstract theory or general advice designed for large corporations. Before training, both participants and their supervisors complete skill diagnostics. By visualizing what is sufficient and what is lacking before the sessions, participants can engage with the training at higher resolution and connect each insight to themselves. After the training, reflection meetings help participants face their practical results and turn workplace actions into successful experiences. The program is held in person in a cross-company format at the Axis Inc. event space, 2F Kurosaki Building, 4-1-4 Roppongi, Minato-ku, Tokyo. Each session accepts up to 20 participants, with a minimum of six participants required to ensure an appropriate peer learning environment. Sessions are held regularly every month. The latest schedule and seat availability are provided through document requests or inquiries, and applications are accepted on a first-come, first-served basis. The company-specific version of the program has already been adopted by a wide range of organizations, including Tokyo Stock Exchange Prime-listed companies, fast-growing ventures, and sales divisions of major corporations. Examples include an e-commerce and web marketing company listed on the Prime Market, an independent IT consulting firm, and the sales division of a major office equipment trading company. At one Prime-listed e-commerce and web marketing company, issues such as habitual passivity and rising management costs were resolved after adoption. The head of HR commented that employees became aware of their own gaps and understood what they needed to do to create results. At an independent IT consulting firm, participants shifted from a student mindset to a stronger sense of ownership, and training satisfaction reached 4.78 out of 5. Manedic states that young employees at venture companies hit growth walls not because they lack ability, but because they lack opportunities to learn objective professional standards. At the same time, managers are often busy with their own operating responsibilities and find it difficult to give deep guidance on stance and mindset due to relationship concerns. Solving this development dilemma requires a neutral third party to directly communicate external standards. By engaging with peers from other companies, young employees can autonomously understand and accept higher standards rather than feeling that expectations are being imposed by their employer. Manedic is an organizational development support service for growth companies. Based on consulting experience with more than 300 venture and growth companies and its proprietary education methods optimized by growth stage, it supports organization building tailored to the special environment of venture companies. Its users include fast-growing ventures from seed-stage companies to firms around the IPO stage.