1体1の対応の原則 / The one-to-one correspondence principle
稲盛和夫氏(京セラとKDDIの創業者、JALの元名誉会長)は、日本を代表する経営者ですが、会計に詳しく著書もあります。京セラ内で一対一の対応の原則を提唱し、自社の経営哲学の1つとして実践してきました。
稲盛和夫氏は、すべての部署で会計の一対一の対応の原則を実践することで、京セラを世界的な企業に育て上げました。社員教育にとくに力を入れ、社員一人ひとりが会計知識を備え、自分で計算高く考え、行動することができるような組織づくりを進めました。
一対一の対応の原則は、京セラだけでなく、多くの企業にも適用される経営哲学となっています。内においては会計の基礎知識をおろそかにせず、外においては顧客に対して真摯に向き合い、ニーズに合わせた製品やサービスを提供し、信頼関係を築くことで、企業の成長につなげていきました。
ただし、一対一の対応の原則を実践するためには、企業文化の変革や社員教育など、多くの努力が必要とされます。これらの課題に取り組みながら、一対一の対応の原則を実践することで、顧客からの支持を得ながら企業を成長させることができるのです。
Inamori Kazuo is a prominent Japanese entrepreneur who co-founded Kyoto Ceramic (Kyocera), KDDI, and served as the honorary chairman of Japan Airlines. He is also an expert in accounting and has written books on the subject. In Kyocera, he advocated for the principle of one-to-one correspondence in accounting, which became one of the company's management philosophies and was implemented throughout all departments. In particular, he focused on employee education, ensuring that each employee had accounting knowledge to enable them to calculate and act wisely.
The principle of one-to-one correspondence is a management philosophy that is applicable not only to Kyocera but also to many other companies. By incorporating basic accounting knowledge into the company's culture and sincerely addressing customers' needs by providing them with customized products and services, the company gained customer trust and achieved global success.
However, implementing the principle of one-to-one correspondence requires significant effort, including changing the corporate culture and providing employee education. By addressing these challenges and practicing the principle of one-to-one correspondence, companies can grow while gaining support from their customers.