Don't just end with 'That's smart.' Roland Berger's perspective on corporate transformation from the perspective of those involved—Publication of the book 'Transformation Strategist: The Reality Spoken by Those Involved'
Roland Berger has published the book 'Transformation Strategist: The Reality Spoken by Those Involved,' which focuses on the 'execution' of corporate transformation. This book advocates for the importance of 'resolve' and 'techniques' to make transformation a reality, beyond just strategy.
📋 Article Processing Timeline
- 📰 Published: April 27, 2026 at 19:00
- 🔍 Collected: April 27, 2026 at 10:31
- 🤖 AI Analyzed: April 27, 2026 at 14:14 (3h 42m after Collected)
Will it end with 'That's smart,' or will you become 'the one who takes on the resolve'?
Roland Berger, one of the world's leading management consulting firms (Global Headquarters: Munich, Germany; Japan Representative Director: Yuzuru Ohashi; hereinafter, Roland Berger), has published the book 'Transformation Strategist: The Reality Spoken by Those Involved' (authored by Seiichi Tamura / Shusaku Nomoto), which depicts the reality of 'making transformation happen' from the perspective of practitioners on the front lines of corporate transformation.
A strategy that was praised as 'logical' and 'convincing' in meetings. However, a few months later, looking at the現場 (genba, actual workplace), neither the organization nor the people have changed as much as expected—this experience is probably common to many executives and those in planning and transformation promotion departments.
In many cases, the discussion concludes with the phrase, 'Ultimately, execution is important, isn't it?' [ST1] However, this phrase often unconsciously divides 'the thinkers' and 'the doers,' creating a structure where the stakeholders of transformation become ambiguous.
What this book re-examines is not the dichotomy of 'strategy or execution.' What is being questioned is transformation itself—that is, how to actually change a company, organization, people, and culture.
Amidst a short cycle of fluctuating competitive environments, technology, and talent assumptions, the 'cost of not changing' has already begun to outweigh the 'cost of changing.' Companies cannot sustain themselves with partial optimization or ad-hoc responses. What is now required of companies is not the skill of strategy, but the power to make change happen.
'Strategy' can be drawn up in a meeting room. However, 'transformation' inevitably clashes with reality. Resistance, stagnation of decision-making, organizational atmosphere, unexpected situations—transformation cannot move forward without the 'skill' to confront such realities, break hypotheses, and continuously update designs.
Furthermore, it's not just intelligence that is needed. What is truly questioned is resolve.
The attitude of taking responsibility for the impact of one's own failed decisions, devising measures based on the premise of opposition and friction, not withdrawing after 'saying the right thing,' and remaining a stakeholder until results are achieved—that is what makes transformation happen.
The 'Transformation Strategist' depicted in this book is not an advisor, but an entity involved in decisions and taking responsibility for the results. 'Transformation Strategist: The Reality Spoken by Those Involved' illustrates, based on actual management transformation sites:
Design for making transformation happen
Identifying key people for transformation
Overcoming barriers to execution
How to create momentum in an organization
How to rewrite organizational culture
—as the 'reality of the現場 (genba)' rather than theory.
With the evolution of AI, 'smart people' will continue to increase. This means an era is coming where intelligence alone will not differentiate. In such an environment, will you end up being praised as 'smart'? Or will you take on the resolve and stand on the side of changing the company?
The crossroads are not determined by title or talent. It is the choice of how much responsibility you are willing to take on.
This book is for all executives and transformation leaders who are about to become stakeholders in transformation.
Book Information
Title: 'Transformation Strategist: The Reality Spoken by Those Involved'
Authors: Roland Berger Inc. Corporate Transformation Support Team, Seiichi Tamura (Roland Berger Senior Partner), Shusaku Nomoto (Transformation Advisor)
Publisher: President Inc.
Release Date: April 27, 2026
Amazon
PRESIDENT Online: Why do companies need a 'Transformation Strategist' now? The secret to truly moving people and organizations
About the Authors
Seiichi Tamura
Roland Berger Inc. Senior Partner, Lead of Corporate Transformation Support Team
Graduated from the Faculty of Economics, University of Tokyo; completed the Advanced Business Management Program at Kellogg School of Management, Northwestern University.
At a foreign consulting firm, he handled various strategy formulations, as well as the creation and launch of many business areas that transcended existing industry boundaries.
Subsequently, as Managing Director of the Enterprise Turnaround Initiative Corporation of Japan, he was responsible for investment and financing projects, and simultaneously served as a director of three investee companies, engaging in hands-on turnaround efforts.
Furthermore, as Representative Director and Executive Vice President of JVCKENWOOD, he led the formulation and execution of mid-term plans, oversaw business acquisitions and divestitures for business structure transformation, and as Senior Executive Officer of Nidec, he worked on PMI and growth acceleration of acquired overseas businesses, gaining corporate management experience before joining Roland Berger.
Shusaku Nomoto
Roland Berger Inc. Transformation Advisor, Corporate Transformation Team
CSO, Somic Management Holdings Inc.
Graduated from the Department of Industrial Engineering and Management, Faculty of Science and Technology, Keio University. Completed MBA in Management Research at Globis University Graduate School of Management.
Keywords:
Roland Berger, one of the world's leading management consulting firms (Global Headquarters: Munich, Germany; Japan Representative Director: Yuzuru Ohashi; hereinafter, Roland Berger), has published the book 'Transformation Strategist: The Reality Spoken by Those Involved' (authored by Seiichi Tamura / Shusaku Nomoto), which depicts the reality of 'making transformation happen' from the perspective of practitioners on the front lines of corporate transformation.
A strategy that was praised as 'logical' and 'convincing' in meetings. However, a few months later, looking at the現場 (genba, actual workplace), neither the organization nor the people have changed as much as expected—this experience is probably common to many executives and those in planning and transformation promotion departments.
In many cases, the discussion concludes with the phrase, 'Ultimately, execution is important, isn't it?' [ST1] However, this phrase often unconsciously divides 'the thinkers' and 'the doers,' creating a structure where the stakeholders of transformation become ambiguous.
What this book re-examines is not the dichotomy of 'strategy or execution.' What is being questioned is transformation itself—that is, how to actually change a company, organization, people, and culture.
Amidst a short cycle of fluctuating competitive environments, technology, and talent assumptions, the 'cost of not changing' has already begun to outweigh the 'cost of changing.' Companies cannot sustain themselves with partial optimization or ad-hoc responses. What is now required of companies is not the skill of strategy, but the power to make change happen.
'Strategy' can be drawn up in a meeting room. However, 'transformation' inevitably clashes with reality. Resistance, stagnation of decision-making, organizational atmosphere, unexpected situations—transformation cannot move forward without the 'skill' to confront such realities, break hypotheses, and continuously update designs.
Furthermore, it's not just intelligence that is needed. What is truly questioned is resolve.
The attitude of taking responsibility for the impact of one's own failed decisions, devising measures based on the premise of opposition and friction, not withdrawing after 'saying the right thing,' and remaining a stakeholder until results are achieved—that is what makes transformation happen.
The 'Transformation Strategist' depicted in this book is not an advisor, but an entity involved in decisions and taking responsibility for the results. 'Transformation Strategist: The Reality Spoken by Those Involved' illustrates, based on actual management transformation sites:
Design for making transformation happen
Identifying key people for transformation
Overcoming barriers to execution
How to create momentum in an organization
How to rewrite organizational culture
—as the 'reality of the現場 (genba)' rather than theory.
With the evolution of AI, 'smart people' will continue to increase. This means an era is coming where intelligence alone will not differentiate. In such an environment, will you end up being praised as 'smart'? Or will you take on the resolve and stand on the side of changing the company?
The crossroads are not determined by title or talent. It is the choice of how much responsibility you are willing to take on.
This book is for all executives and transformation leaders who are about to become stakeholders in transformation.
Book Information
Title: 'Transformation Strategist: The Reality Spoken by Those Involved'
Authors: Roland Berger Inc. Corporate Transformation Support Team, Seiichi Tamura (Roland Berger Senior Partner), Shusaku Nomoto (Transformation Advisor)
Publisher: President Inc.
Release Date: April 27, 2026
Amazon
PRESIDENT Online: Why do companies need a 'Transformation Strategist' now? The secret to truly moving people and organizations
About the Authors
Seiichi Tamura
Roland Berger Inc. Senior Partner, Lead of Corporate Transformation Support Team
Graduated from the Faculty of Economics, University of Tokyo; completed the Advanced Business Management Program at Kellogg School of Management, Northwestern University.
At a foreign consulting firm, he handled various strategy formulations, as well as the creation and launch of many business areas that transcended existing industry boundaries.
Subsequently, as Managing Director of the Enterprise Turnaround Initiative Corporation of Japan, he was responsible for investment and financing projects, and simultaneously served as a director of three investee companies, engaging in hands-on turnaround efforts.
Furthermore, as Representative Director and Executive Vice President of JVCKENWOOD, he led the formulation and execution of mid-term plans, oversaw business acquisitions and divestitures for business structure transformation, and as Senior Executive Officer of Nidec, he worked on PMI and growth acceleration of acquired overseas businesses, gaining corporate management experience before joining Roland Berger.
Shusaku Nomoto
Roland Berger Inc. Transformation Advisor, Corporate Transformation Team
CSO, Somic Management Holdings Inc.
Graduated from the Department of Industrial Engineering and Management, Faculty of Science and Technology, Keio University. Completed MBA in Management Research at Globis University Graduate School of Management.
Keywords: