RELATIONS Inc. Wins 'Excellence Award (SME Category)' at Career Ownership Management AWARD 2026 - Highly Evaluated for Organizational Design Integrating Autonomy and Management Policies
RELATIONS Inc. received the Excellence Award at the Career Ownership Management AWARD 2026 for its organizational design that successfully integrates individual autonomy with management policies.
📋 Article Processing Timeline
- 📰 Published: April 22, 2026 at 19:00
- 🔍 Collected: April 23, 2026 at 00:02 (5h 2m after Published)
- 🤖 AI Analyzed: April 23, 2026 at 00:13 (11 min after Collected)
RELATIONS Inc. (Minato-ku, Tokyo, Representative: Hiroaki Hasegawa, hereinafter RELATIONS), which provides consulting services (cost optimization and organizational revitalization), announces that it has received the 'Excellence Award (SME Category)' at the Career Ownership Management AWARD 2026.
This award aims to introduce to society excellent practices that maximize human capital through recognition, in order to realize the sustainable growth of individuals and organizations. We were evaluated by a judging committee consisting of experts working on maximizing human capital, including Professor Kunio Ito, Director of the CFO Education and Research Center at Hitotsubashi University, and CHROs (Chief Human Resources Officers).
Receiving this award, RELATIONS will further strive to create vital organizations and businesses to realize its purpose.
▶ About Career Ownership Management AWARD 2026
Organizer: Career Ownership Management AWARD 2026 Executive Committee
Co-organizer: Career Ownership and Future of Work Consortium Secretariat
https://co-consortium.persol-career.co.jp/com-award/index.html
Reason for Award
We received the following comments regarding the reason for RELATIONS' award:
'We highly evaluated the point that they are not only enhancing individual autonomy but also integrating it into the management structure and striving to convert it into sustainable corporate value.
It is excellent that they balance high autonomy with management direction by justifying the definition of symbolic cases and the future vision for the end of 2029 through integrated decision-making involving all employees, and further introducing a team delivery system separated from managerial positions. In addition, it is highly significant that they circulate practical knowledge through company-wide meetings and the Rirei Sonjuku, elevating value creation—which tends to be person-dependent—into a reproducible organizational capability. They have also shown results such as renewing record-high engagement and deepening customer support, making them worthy of the Excellence Award.
Going forward, we expect this practice of vital management to lead to the creation of more symbolic cases and further expand the chain of transformation, including client companies.'
Based on the reasons for this award, we will continue to contribute to the further growth of our organization and business, and ultimately the development of our client companies.
The award ceremony will be held on the following schedule, and RELATIONS will also participate.
Career Ownership Management AWARD 2026 Award Ceremony
Date and Time: Tuesday, May 12, 2026, 14:00 - 17:30
Location: Tokyo Midtown Yaesu Conference
Points Evaluated: Mechanism realizing the integration of individual autonomy and management policies
RELATIONS has been working on transforming client companies and creating value while utilizing the independence of each employee under its purpose of 'Bringing vitality to the company.' Until now, experiencing organizational collapse and business transitions, our company has proceeded with organization building while returning to the meaning of work and the nature of management, holding repeated dialogues. As a result, employee autonomy has increased, and in customer support, we have realized value creation that delves into complex management issues. (For ongoing initiatives from the past, see below)
https://prtimes.jp/main/html/rd/p/000000009.000115152.html
On the other hand, we came to recognize the challenge that in order to continuously create value as an organization without limiting such autonomy to individual power, a mechanism to bundle them as management is necessary. In this award, we were evaluated for constructing a decision-making approach and team structure that directly links the state where autonomy is demonstrated to the value provided to customers without compromising it, connecting it to corporate value.
Below, we introduce our initiatives that led to the award from three perspectives.
1. Clarifying targeted value and decision-making criteria
In our company, we set the priority of initiatives based on 'what changes and results we bring to the management of client companies,' rather than simply expanding sales or scale. Also, all employees discuss and agree on what kind of value we aim to provide to society in 2029. In decision-making, we adopt a process where everyone from new employees to veterans expresses their opinions on proposals, and integrates them on the spot, including concerns and objections. This realizes a system where judgments are made based on the intention as an organization, rather than individual judgments, and everyone faces high goals as a concerned party.
2. Building a team structure responding to complex management issues
The management issues of client companies span multiple layers from the management level to the front lines, and there are many that cannot be solved by a single expertise alone. In our company, to support such complex issues by integrating both management and front-line perspectives, a team structure based on roles [is established].
This award aims to introduce to society excellent practices that maximize human capital through recognition, in order to realize the sustainable growth of individuals and organizations. We were evaluated by a judging committee consisting of experts working on maximizing human capital, including Professor Kunio Ito, Director of the CFO Education and Research Center at Hitotsubashi University, and CHROs (Chief Human Resources Officers).
Receiving this award, RELATIONS will further strive to create vital organizations and businesses to realize its purpose.
▶ About Career Ownership Management AWARD 2026
Organizer: Career Ownership Management AWARD 2026 Executive Committee
Co-organizer: Career Ownership and Future of Work Consortium Secretariat
https://co-consortium.persol-career.co.jp/com-award/index.html
Reason for Award
We received the following comments regarding the reason for RELATIONS' award:
'We highly evaluated the point that they are not only enhancing individual autonomy but also integrating it into the management structure and striving to convert it into sustainable corporate value.
It is excellent that they balance high autonomy with management direction by justifying the definition of symbolic cases and the future vision for the end of 2029 through integrated decision-making involving all employees, and further introducing a team delivery system separated from managerial positions. In addition, it is highly significant that they circulate practical knowledge through company-wide meetings and the Rirei Sonjuku, elevating value creation—which tends to be person-dependent—into a reproducible organizational capability. They have also shown results such as renewing record-high engagement and deepening customer support, making them worthy of the Excellence Award.
Going forward, we expect this practice of vital management to lead to the creation of more symbolic cases and further expand the chain of transformation, including client companies.'
Based on the reasons for this award, we will continue to contribute to the further growth of our organization and business, and ultimately the development of our client companies.
The award ceremony will be held on the following schedule, and RELATIONS will also participate.
Career Ownership Management AWARD 2026 Award Ceremony
Date and Time: Tuesday, May 12, 2026, 14:00 - 17:30
Location: Tokyo Midtown Yaesu Conference
Points Evaluated: Mechanism realizing the integration of individual autonomy and management policies
RELATIONS has been working on transforming client companies and creating value while utilizing the independence of each employee under its purpose of 'Bringing vitality to the company.' Until now, experiencing organizational collapse and business transitions, our company has proceeded with organization building while returning to the meaning of work and the nature of management, holding repeated dialogues. As a result, employee autonomy has increased, and in customer support, we have realized value creation that delves into complex management issues. (For ongoing initiatives from the past, see below)
https://prtimes.jp/main/html/rd/p/000000009.000115152.html
On the other hand, we came to recognize the challenge that in order to continuously create value as an organization without limiting such autonomy to individual power, a mechanism to bundle them as management is necessary. In this award, we were evaluated for constructing a decision-making approach and team structure that directly links the state where autonomy is demonstrated to the value provided to customers without compromising it, connecting it to corporate value.
Below, we introduce our initiatives that led to the award from three perspectives.
1. Clarifying targeted value and decision-making criteria
In our company, we set the priority of initiatives based on 'what changes and results we bring to the management of client companies,' rather than simply expanding sales or scale. Also, all employees discuss and agree on what kind of value we aim to provide to society in 2029. In decision-making, we adopt a process where everyone from new employees to veterans expresses their opinions on proposals, and integrates them on the spot, including concerns and objections. This realizes a system where judgments are made based on the intention as an organization, rather than individual judgments, and everyone faces high goals as a concerned party.
2. Building a team structure responding to complex management issues
The management issues of client companies span multiple layers from the management level to the front lines, and there are many that cannot be solved by a single expertise alone. In our company, to support such complex issues by integrating both management and front-line perspectives, a team structure based on roles [is established].