COEDAS Supports Organizational Transformation of a Long-standing Specialty Steel Trading Company: A Case Study in Strengthening SME Organizational Capabilities
COEDAS has provided long-term organizational development support to Reiwa Special Steel, a 70-year-old trading company. Facing a crisis of high turnover and declining customers, the company successfully transitioned into a self-sustaining organization through dialogue-based coaching.
📋 Article Processing Timeline
- 📰 Published: June 1, 2026 at 09:00
- 🔍 Collected: June 1, 2026 at 09:24 (24 min after Published)
- 🤖 AI Analyzed: June 1, 2026 at 09:41 (16 min after Collected)
COEDAS, led by CEO Jun Otsuka, is supporting a long-term organizational development project at Reiwa Special Steel, a 70-year-old company headed by President Tomiyuki Nagata. This case study highlights the specific initiatives and results of this transformation.
[The Challenge and Choosing COEDAS]
When President Nagata took office four years ago, the company faced a crisis where employees were leaving and customers were halved due to an excessive focus on management efficiency. As a former subsidiary of a major trading firm, the company struggled with a disconnect between management and staff. Despite establishing new management philosophies, they failed to penetrate the front lines. They chose COEDAS for their approach to organizational psychology and their belief that changing the approach can open new paths.
[Changes Observed Over One Year]
Starting with organizational diagnosis, the program included group coaching, management training, and individual coaching. These efforts led to increased daily dialogue and a more positive atmosphere. Practical results, such as improved productivity and the emergence of authentic leadership among managers, have been observed. The fact that employees now speak their minds is proof of improved psychological safety.
[COEDAS's Hands-on Approach]
Director Misuzu Ogino explains that COEDAS maintains a stance of "not teaching the correct answer," instead encouraging self-reflection through questions. She emphasizes that to survive in a harsh market, SMEs need to increase their 'antifragility' through dialogue, which is the key to organizational development.
[The Challenge and Choosing COEDAS]
When President Nagata took office four years ago, the company faced a crisis where employees were leaving and customers were halved due to an excessive focus on management efficiency. As a former subsidiary of a major trading firm, the company struggled with a disconnect between management and staff. Despite establishing new management philosophies, they failed to penetrate the front lines. They chose COEDAS for their approach to organizational psychology and their belief that changing the approach can open new paths.
[Changes Observed Over One Year]
Starting with organizational diagnosis, the program included group coaching, management training, and individual coaching. These efforts led to increased daily dialogue and a more positive atmosphere. Practical results, such as improved productivity and the emergence of authentic leadership among managers, have been observed. The fact that employees now speak their minds is proof of improved psychological safety.
[COEDAS's Hands-on Approach]
Director Misuzu Ogino explains that COEDAS maintains a stance of "not teaching the correct answer," instead encouraging self-reflection through questions. She emphasizes that to survive in a harsh market, SMEs need to increase their 'antifragility' through dialogue, which is the key to organizational development.
FAQ
Why is organizational development critical for Japanese SMEs?
Due to limited resources, SMEs must maximize the potential of existing talent to survive in competitive markets.