Shin Keiei Service to Hold Seminar in Fukui on May 25, 2026: "How to Nurture Strong Successor Managers and Executives and Their Principles," Based on Insights from Over 1400 Business Leaders and Business Succession Sites

Shin Keiei Service Co., Ltd. (Headquarters: Kyoto City, Kyoto Prefecture; Representative Director and President: Katsuya Moriya), strong in management innovation, utilization of subsidies, and business succession consulting, will hold an in-person seminar titled "How to Nurture Strong Successor Managers and Executives and Their Principles," based on insights from over 1400 business leaders and business succession sites, on Monday, May 25, 2026, at the Fukui City Regional Exchange Plaza (Fukui City) in Fukui.

https://chusho-keiei.jp/seminar/4801/

This seminar is aimed at business owners and successor business owners. It will condense the key points of "What is it that makes a company grow after a change of president, and what makes it stagnate? Where is that turning point?" into 2.5 hours, explaining them in an easy-to-understand manner.

■ Background

~What are the methods for selecting, developing, winning over, judging, and delegating authority to the next generation of managers?~

【Recommended for those who:】

Are considering business succession but cannot find a successor candidate. Their son/daughter has moved to the city and says they "have no intention of taking over."

Feel a sense of crisis, wondering if their company can continue as it is, while local competitors are closing down one after another.

Want their successor or management executives to undergo a significant transformation (innovation).

Are struggling to find ways to develop management executive candidates internally, as the recruitment of young talent becomes increasingly difficult year by year.

Have already completed business succession but want to relearn as a manager and re-evaluate their company's management.

Want their successor or management executives to broaden their horizons through external training, but have limited options in rural areas and don't know what suits them.

The population of Fukui Prefecture has continued to decline since peaking at approximately 830,000 in 2000, and the outflow of young people to other prefectures has not stopped. In the field of small and medium-sized enterprises, urgent voices are increasing year by year, such as "There's no one to take over," "There is a successor, but can I really entrust them?" and "The company is profitable, but the future is unclear."

Our "Business Leader University," which we have been running for 38 years, has existed precisely for such companies. We have a track record of assisting in the development of over 1,400 corporate leaders, including top executives, successors, and management executives.

In the field of business succession, the future of a company changes significantly depending on the capabilities of the newly appointed managers and officers. Companies that grow after a change of president and those that stagnate. Where is that turning point?

In this seminar, we will condense the key insights we have gained from our experience into 2.5 hours and explain them in an easy-to-understand manner.

■□Seminar Participation Benefits□■

Receive a copy of "The Book to Read When You Want Your Child to Inherit the Company" (written by our consultant), published by Asa Publishing.

■ Speaker

Lecturer: Daisuke Kitajima

Daisuke Kitajima (Senior Consultant, Management Support Department, Shin Keiei Service)

Previously worked in corporate lending sales for SMEs at a regional bank. While involved in financial improvement for numerous companies, he joined his current position with the desire to be more deeply involved in solving the management challenges of client companies.

Currently, he develops consulting centered on "creating systems to solve management challenges" and "creating mechanisms for executives and employees to act proactively." Particularly in business succession, as a "bridge builder" between the former and successor managers, he carefully aligns the thoughts and ideas of both parties, supporting the creation of a system where the organization can operate independently even after succession.

What he consistently values is direct dialogue not only with managers and executives but also with each employee on the ground. In business succession, the organization does not move solely on the agreement between the top leaders. The confusion of veteran employees, the anxiety of young people, the temperature differences between departments—he believes that confronting such "realities on the ground" and creating a state where everyone is moving in the same direction is the key to successful succession.

■ Program Content

① Many troubles and consultations regarding business succession continue even after the change of president is completed.

② How should the selection of successors and management executives be done?

~One thing is certain: judging solely by achievements and abilities will lead to failure.~

③ How should successors be developed?

~Successors must not be inferior to anyone in two areas / The most important education that only the top management can provide (the true baton)~

④ How to enhance the successor's ability to win over management executives?

~An unadorned attitude builds true trust / Are you doing something that might be considered "foolish"?~

⑤ How to improve a manager's "judgment ability"?

~How to hone judgment ability / However, there is a more important ability than judgment ability~

Keywords: