Asset Management One Co., Ltd

Corporate Transformation

  1. Asset Management One Co., Ltd.
  2. Who We Are
  3. Corporate Transformation

Technology-led corporate transformation underpinning our fiduciary duties

Our corporate transformation is centred on technology and is a core management initiative to continuously enhance the value we provide as a company by evolving our data, people, and organisation/culture as an integrated whole, thereby transforming business processes across the entire value chain, including our company and our stakeholders.
To fulfil our fiduciary duties as an asset management company, we are strengthening the proactive use of advanced technologies by enhancing: a data platform that supports sound decision-making; infrastructure that supports robust operations; and advanced technologies that enable flexible and creative ways of working. In doing so, we are promoting the visualisation, standardisation, and advancement of our business processes.
As a result, we will enhance the quality and speed of decision-making, risk management, operational robustness, and service quality, thereby supporting investment management capability and our capability to provide investment management services at the highest level as an asset management company. Furthermore, through collaboration aimed at cross-divisional transformation, we will foster a culture that encourages initiatives from a client perspective, and, through improved productivity and disciplined management, we will strengthen the foundation for sustainable growth.

Our Transformation Strategy

Three transformations to expand our investment management business

We are advancing transformation across three areas—value delivery, investment management, and our operational platform—to support the sustainable growth of our investment management business.

Evolving value delivery aligned with our clients’ needs

Through our touchpoints with clients and the use of data, we accurately identify their needs and challenges, and are enhancing both our proposal capabilities and the quality of the information we provide. By enabling explanations and proposals aligned with clients’ interests, we will deliver value that remains closely aligned with clients’ needs, even in a changing market environment, in a more sustained and enhanced manner.

Enhancing operational capabilities that support investment management

In the investment management area, we are promoting greater efficiency and sophistication in information gathering and analysis through the use of data and the introduction of generative AI. As a result, we are strengthening the environment that enables investment professionals to perform core tasks—such as judgement and analysis, which they have traditionally prioritised—with greater accuracy and speed, thereby contributing to enhanced capability to provide investment management services. We will also proactively explore more advanced uses of data and AI that contribute to the further sophistication of investment management and the strengthening of our investment management capabilities.

Redesigning our operational platform

We will review business processes on an enterprise-wide basis and promote standardisation, consolidation, and the use of outsourcing. In parallel, building on modernised infrastructure and the use of data, we will redesign our operating model to reduce risk and improve quality. This will enable us to provide stable, high-quality investment management services even in a changing environment.

Foundations underpinning transformation

People and Organisation

To deliver transformation on an ongoing basis, we will foster people and a corporate culture that embrace change positively and take on new challenges. By enabling each employee to think and act independently and to become an agent of transformation, we aim for sustainable growth for the company as a whole.

Data and Technology

We will advance the development and optimisation of data by leveraging a cloud-based platform. By consolidating and sharing data to strengthen cross-divisional collaboration, and by enhancing consistency across end-to-end business processes, we will improve the speed and consistency of decision-making.

AI

We will establish a foundation for the use of AI and, through the introduction and utilisation of advanced tools suited to the characteristics of each operational area, promote their integration into our business processes. We will build an environment in which employees can focus on higher value-added work, and, by improving the quality of investment management and services, contribute to strengthening our competitiveness over the medium to long term.

Governance

In using AI, we are working to establish governance that places importance on reliability, transparency, and information management. In addition, as the use of data expands, we are continuously strengthening information management and access controls.

Structure for Driving Operational Transformation

To steadily execute the transformation set out in our strategy, we have established a delivery structure centred on the DX and Process Innovation Division (DXPI Division), which is responsible for enterprise-wide transformation.
Within the DXPI Division, the Transformation Delivery Department, which plays a central role, provides end-to-end leadership—from planning transformation themes through to embedding them in frontline operations—while the DXPI Division works as one to promote the provision and implementation of solutions.
In the Transformation Delivery Department, we assign business partners as the points of contact responsible for advancing transformation within each division. Based on a deep understanding of on-the-ground challenges in each division, business partners develop a roadmap that consolidates transformation initiatives and lead delivery by identifying the most suitable solutions and bringing together best practices from other divisions.
Within the DXPI Division, specialists in “delivery levers” such as SaaS, AI, systems development, operations, and BPO apply their expertise and, as a team under the relevant business partner, provide close, hands-on support from the design and planning of improvement measures through execution to the creation of outcomes.
For these initiatives, we regularly review progress and issues with the heads of each division, including the Head of the DXPI Division, and drive delivery with the commitment of senior management. In addition, we make these initiatives visible across the company and elevate them into a mechanism for designing enterprise-wide optimal improvement measures and business processes.

Delivering transformation in practice and creating value

Practical workshops that generate frontline-led improvements

With the aim of enabling each employee to become an agent of operational transformation, we hold practical workshops and study sessions (hands-on). Themes are set in line with the challenges at the time—such as the automation of tasks, the development and visualisation of data, and the use of generative AI—and we provide opportunities to learn by “learning through doing”, closely linked to day-to-day work.
Rather than stopping at the acquisition of knowledge alone, we clarify where and how these approaches can be applied in daily operations, thereby creating conditions in which frontline-led improvements are more likely to emerge. Through the accumulation of this learning, we support the visualisation, standardisation, and advancement of our operations, contributing to improvements in the quality and speed of decision-making, operational robustness, and service quality.

Making day-to-day challenges the starting point for transformation

We have established an “open consultation” forum where employees can readily bring day-to-day “pain points” and “things they would like to change”. A key feature is that it operates on a drop-in basis with on-the-day registration, allowing anyone to come and seek advice informally.
We help to articulate and organise the issues, and, while confirming the background, constraints, and expected benefits, we make the direction of potential solutions more concrete. As needed, we work in coordination with the delivery structure for operational transformation to connect these discussions to improvements aligned with frontline realities, and we provide support through to embedding those improvements.
By linking small improvements to ongoing transformation, we enhance the quality of operations and contribute to the provision of more stable, higher-quality investment management services.

Providing value to the industry through the sharing of knowledge and insights

Our employees deliver presentations and share information in external forums, sharing practical knowledge on business process transformation and the use of data and technology. Such communications are conducted with due regard to transparency and information management, in light of our fiduciary duties as an asset management company. Through the sharing of knowledge and insights, we contribute to the sound development of the industry as a whole, and we will broaden constructive engagement on the advancement of asset management.

Evolving ways of working through technology

We are putting in place secure infrastructure and a digital collaboration environment on the premise of diverse ways of working. Even when working from home or from remote locations, employees can collaborate smoothly by using online meetings and chat tools, and can carry out their work with confidence under a design that also gives due consideration to information management. Through creating this environment, we are enhancing employees’ employee experience (EX) and satisfaction (ES), and supporting conditions in which they can apply their expertise and take on challenges to create value.

Contact Us

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Tekko Building, 1-8-2 Marunouchi, Chiyoda-ku, Tokyo 100-0005, Japan

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Asset Management One Co., Ltd

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