Don't Leave Employee Success Solely to Managers. Boost Health, Eliminating 'Dependency on Individuals' in Human Capital Management, Raises 150 Million Yen

Boost Health Inc. (Headquarters: Chuo-ku, Tokyo; Representative Director & CEO: Ayaka Haga), which provides 'BOOST', a service that implements the next-generation management model 'Talent Success', has raised a total of 150 million yen through a third-party allotment of new shares to Genesia Ventures, Inc. and WPower Fund. The cumulative amount raised is 250 million yen. Note that Incubate Fund and DG Incubation participated in the seed round.

With this funding, we will promote the advancement of AI products and strengthen our implementation support system (sales and customer success) for enterprise companies.

[Background] Why is Investment in Human Resources Becoming a Management Issue Now? With the spread of AI, the roles required of people in companies are changing significantly. As routine tasks are automated, humans are increasingly required to make autonomous judgments and solve problems creatively. As a result, a company's competitiveness is largely determined by 'how many employees can act autonomously'.

Therefore, we define the human resource contribution to corporate value as follows: Corporate Value (HR Contribution) = Strength of Management Structure × Ratio of Autonomous Talent

Companies have progressed in investing in 'management structure', such as developing organizational designs and evaluation systems. However, can we say that sufficient investment has been made to increase the 'ratio of autonomous talent', which determines whether human resources can act autonomously and produce results?

This challenge is becoming even more important in the AI era. Organizations with a low ratio of autonomous talent will lose jobs to AI, while those with a high ratio will widen their competitive advantage using AI as a weapon.

So, How Do We Increase the Ratio of Autonomous Talent? To improve the ratio of autonomous talent, in addition to appropriate hiring, investment in enabling existing employees to 'perform successfully with high reproducibility' is essential. The accuracy of this human resource success support depends on three factors: Quality of Intervention/Support (Q), Personalization (P), and Reproducibility (R).

For example, suppose there is an extremely caring boss. They give appropriate advice in 1-on-1s and encourage action. The quality of intervention and personalization are high, but reproducibility is low. If they transfer, it disappears, and it's hard to spread throughout the organization. On the other hand, training can ensure reproducibility, but there is a limit to personalization.