MISSION

Our company’s journey began as a small spin-off from the IT department of a medical corporation, specializing in obstetrics and gynecology.

It all began with a basic database software that even a novice could use. With it, I created a deposit management system for medical administration. What began as a simple ledger soon evolved into a powerful tool, streamlining operations in ways we hadn’t imagined. The staff on the ground quickly recognized its value and began requesting more systems. Before long, we brought on a system engineer, and our IT department grew rapidly.

Before long, our IT department had grown significantly. We found ourselves developing not only medical administration systems but also consultation records—critical components of patient care—entirely in-house.

However, unlike the IT departments of large hospitals, we were uncertain about our ability to sustain a development team. We consulted external experts and attempted to outsource development, but outsourcing failed to deliver the solutions we truly needed, leading to significant financial losses. In hindsight, we realized that consulting and development should be tightly integrated.

Our internal development efforts were not without challenges. As our organization expanded, we began advancing the digital transformation (DX) of our back-office operations. But with this growth came discord. Despite the increase in personnel, new development stalled, and even adding features to existing applications became difficult.

Systems are like living organisms; they must evolve to stay relevant. A system that fails to adapt can disrupt business operations. Our staff grew exhausted, and customer complaints—primarily from patients—began to rise. We reached a critical point where both system development and the corporation itself were at risk.

Conflicts arose between staff and developers, as well as among the developers themselves. We knew we had to act to resolve this turmoil.

Through extensive research, we realized that the root of our issues might lie in our development methodology. We discovered several promising new approaches, though many were not yet available in Japan, so we turned to international literature. We dedicated one day each week to team study sessions, revisiting the fundamentals of object-oriented design and even exploring abstract mathematical concepts.

After more than a year of studying development methodologies and considering how to integrate the latest research into our technology, we arrived at a solution: Development-Driven Consulting using Domain-Driven Design and Agile.

By aligning our development process closely with on-site staff through this approach, the issues we faced began to dissipate, like the tide receding from the shore.

The success or failure of system development can determine the fate of a company. It's not just about defining requirements and writing code; it's about much more.

While DX should indeed streamline staff operations, simply digitizing processes or reducing back-office costs can often be achieved through inexpensive cloud services. But our true focus must be on the customer beyond those efficiencies.

It took us 22 years to learn what it takes to achieve this.

We invite you to join us in enhancing the customer experience through Development-Driven Consulting.

Yoshitaka Nakamura
President & CEO