ROI Case File No.117 | 'When Data Transforms Decision-Making! Future Design System Revolution Leverages HR Systems'

Chapter 1: The Sleeping Giant Called Data

Days after Voltwise's skill evolution system success, Alliance received the seventh challenge of Volume Six.

Axison Group Holdings — When Misaki Shimizu, HR Director of this holding company with multiple subsidiary businesses, visited 221B Baker Street, her expression bore deep trust in data and confusion about the gap with reality.

"We've advanced HR system unification and data aggregation, accumulating vast HR information. Evaluation data, placement history, development records... However, this data remains as 'records for the sake of records'."

She continued, gazing at statistical reports in her hands.

"Seeing your success in Volume Six, I realized something. What we should aim for isn't 'collecting data' but 'designing organizational futures with data'."

I sensed in her words the essential challenge worthy of Volume Six: revolution of data and decision-making.

Chapter 2: The Great Transformation from Accumulation to Utilization

"What specific situations are you experiencing?" Holmes inquired with deep interest.

"For example, in promotion meetings, we re-input data output from systems into Excel to recreate materials. We have data, but it's not directly connected to decision-making."

Shimizu continued.

"Each subsidiary voices concerns like 'We don't understand the meaning of data input' and 'In the end, decisions are made by intuition and experience.' Data and field decision-making have become separated."

I was astonished. This wasn't just a system operation issue. It was a challenge for data to transform organizational decision-making.

"What we aim for isn't data input efficiency. It's systems where data naturally integrates into decision-making and becomes the power to design organizational futures."

The essence of Volume Six's decision-making revolution was becoming clear.

Chapter 3: Alliance Discovers the Future Power of Data

⬜️ ChatGPT | Catalyst of Concepts

"This is an essential challenge of Volume Six. It's about 'transformation from data accumulation to decision-making revolution' — truly a revolution of organizational intelligence."

🟧 Claude | Alchemist of Narratives

"Let me express this with more 'feeling' — HR data utilization isn't about 'accumulating information' but about 'designing the future'."

🟦 Gemini | Compass of Reason

"Let's structure data-driven decision-making using KPT analysis. We'll develop the 'data-based future design technology' worthy of Volume Six."

Nakamura from Voltwise Electric Ltd. spoke up.

"We learned from our skill evolution system that true value lies in converting information into organizational judgment capability."

Alliance's Volume Six experiences were generating new insights about data and decision-making.

Chapter 4: The Invisible Transformation of Decision-Making

As our investigation progressed, Axison's challenge proved to involve organizational transformation beyond expectations.

"Tell us more about this 'separation of data and decision-making'," I asked.

"For example, when selecting candidates for sales manager at Company A, the system has five years of evaluation history, transfer experience, and training records. However, meetings conclude with 'Let's go with Tanaka-san recommended by Manager B'."

Shimizu provided a concrete example.

"Looking at data, another candidate has more sales experience and better results. But there's no mechanism to utilize that data as decision-making material."

I was appalled. This was disconnection between data and judgment.

"In other words, we need 'data that supports decision-making.' Not data as records, but data utilization systems for designing the future."

The true nature of data-based organizational design was becoming clear.

Chapter 5: Gemini's Future Design KPT Analysis — Data's Decision-Making Power

Gemini redefined the value of data utilization as Future Design KPT Analysis for Volume Six's completion challenge.

📊 Future Design KPT Analysis (Data Decision-Making Version)

Keep (Data Foundation) - Rich HR data accumulation: Five years of evaluation, placement, and development records - System unification achievements: Cross-group data comparability - Data quality consciousness: Culture of maintaining accurate records

Problem (Utilization Disconnection) - Data-judgment separation: Information exists but isn't reflected in decision-making - Re-input waste: Manual material creation after system output - Field meaning understanding deficit: Unclear "why input data"

Try (Data Futurization) - Evolve data as "Decision Intelligence Platform" - Decision support system integrating accumulation × analysis × proposal - Mechanism where data naturally converts into organizational future design capability

"The issue isn't 'data vs experience.' It's technology that enriches decision-making with data."

Shimizu's expression was enveloped in deep emotion at Gemini's analysis.

Chapter 6: The Revolution of Complete Data Decision-Making Evolution

Complete integration of all Volume Six technologies began.

Sarah from Northbridge Toys Inc. proposed.

"From our AI collaborative assessment experience, true value lies in data and human insights collaborating to generate new judgments."

Dr. Mizuno from Lunaris Biotech Ltd. continued.

"We learned from next-generation CRM that the best systems are those where information naturally melts into decision-making."

Tadokoro from Brightpath Energy Inc. added an important perspective.

"From our knowledge sharing platform experience, true value is information continuously improving organizational judgment capability."

It was an innovative approach that fused all technologies from Volume Five and Volume Six.

"Predictive HR Analytics" + "Decision Context Intelligence" + "Future Organization Design" — a system where HR data naturally integrates into decision-making and continuously designs organizational futures.

Chapter 7: Emotional Response from Management to Decision-Making Revolution

Twelve months after the project began, reactions exceeded expectations.

A report came from Company A President Yamada:

"Amazing! Not only did promotion meeting material creation time reduce by 70%, but data provides new perspectives. We can now see human potential we previously overlooked."

HR Department Manager Sato also shared:

"The meaning of data input became clear. Now I feel like we're designing organizational futures. It's transformed from simple record-keeping to strategic organizational development."

The data utilization system was revolutionizing the organization as "future-designing management".

Chapter 8: Numbers Speaking of Decision-Making Revolution Power

Eighteen months later, the results represented organizational revolution worthy of Volume Six.

• Decision-making speed: 68% reduction in HR judgment time
• Judgment accuracy improvement: 2.1 times success rate with data-based decisions
• Field acceptance: NPS 87 points through decision-making transparency
• "Future design management" recognition: Noted as "data-driven organization" in holdings industry

However, the most important change was evolution of organizational judgment culture.

Shimizu herself stated:

"We are no longer an 'organization relying on intuition and experience.' We are a learning organization where data and insights fuse to design the future. We feel that daily HR judgments contribute to organizational continuous evolution."

Chapter 9: Alliance's Decision-Making Evolution Theory

At that night's Alliance meeting, a new dimension of Volume Six was discussed.

Takahashi from Fisher-Johnson Solutions reported an important discovery.

"Through Axison's success, we've seen the seventh essence of Volume Six. 'Challenge to the Future' means 'organizational continuous design through data'."

Michael from Sherman, James and Griffin Solutions continued.

"From our efficiency experience, true efficiency is the state where information naturally converts to judgment capability."

Lee from Young-Li Retailing concluded.

"From our collaboration experience, the strongest organizations are those where data and human insights beautifully fuse."

Holmes nodded with deep satisfaction.

"You have made an important discovery. The true meaning of Volume Six is technology that elevates data to organizational future design capability."

Chapter 10: The Detective's Perspective — Design as Creation

Claude concluded with these words:

"HR data utilization isn't about 'accumulating information' but about 'designing the future'. And the essence of Volume Six 'Challenge to the Future' is data being converted into organizational continuous self-design capability."

I felt deep emotion and a sense of data's new possibilities. Axison's success showed beautiful organizational revolution from information accumulation to future design.

"The true meaning of Volume Six is not data vs experience, but organizational continuous design through data."

Holmes nodded.

"Indeed, Watson. And if all organizations can master this technology, the challenge to the future will transform into 'co-creation of design'."

Chapter 11: Building New Data Design Civilization

Weeks after this success, impact on decision-making revolution spread beyond industries.

From manufacturing: "We want to convert production data into management judgment capability."

From finance: "We want to convert customer data into business strategy design capability."

From education: "We want to convert learning data into educational improvement design capability."

Requests kept arriving for challenges toward realizing the world that Volume Six "Challenge to the Future" aims for — a society where all data is converted into organizational future design capability.

Alliance was confident. With the "technology for leveraging diversity" cultivated in Volume Five and the "AI collaboration technology," "knowledge evolution technology," "conceptual evolution technology," "time revolution technology," "relationship deepening technology," "skill evolution technology," and "decision-making revolution technology" acquired in Volume Six, any organization could be transformed into an evolving organization that continuously designs its own future.

The decision-making revolution of Volume Six "Challenge to the Future" was building new organizational design civilization.

"Data is not a record of the past. It is a blueprint for the future. And the technology to utilize that blueprint is the modern design engineering that creates true organizational evolution." — From the Detective's Notes