Learning from DX Failures!
Anti-Patterns of Project Management

Being Consulting Co., Ltd.
President, COO Partner
Mr. Tomohiro Goto

Mr. Goto joined Being Inc. in 2001. In 2001, he joined Being, Inc. and was impressed by the concept of TOC (Theory of Constraints) and CCPM (Critical Chain Project Management) introduced for business innovation and product development in the company. In 2005, he began working as a consulting specialist to support management innovation using TOC/CCPM. He has been involved in the introduction, implementation, and establishment of TOC/CCPM in a wide variety of industries and business categories, including manufacturing, IT, medical, construction, and other industries such as automobile manufacturers and smartphone new product development, as well as large companies listed on the first section of the Tokyo Stock Exchange and small and medium-sized enterprises. He is also an expert in the S&T Tree (Strategy and Tactics Tree), which visualizes the connection between strategy and tactics, and in the Thinking Process, which identifies organizational constraints, and has been involved in numerous transformations of companies themselves, and is well known for his consulting methods, extensive knowledge, and experience. He is the author of the book "Project Management Evolution: Critical Chain Project Management" published by President, Inc. in 2022. He is the Representative Director of the Japan TOC Association (JTA).

AsiaQuest Co., Ltd.
General Manager, Consulting Department
Yusuke Yamashita

Mr. Yamashita joined AsiaQuest after working for a domestic system integrator and then via domestic and foreign consulting firms.
He has experienced from system planning to system development for production plants, business reforms, and system modification plans in accordance with the revision of the United Nations Act during his time as a system integrator, and further experienced a wide range of projects as a consultant from R&D project promotion, program management assistance, market research to strategic planning. He has also experienced a wide range of projects as a consultant, from R&D project promotion and program management to market research and strategic planning.
He has a deep knowledge of semiconductor manufacturing operations in particular, and has been responsible for a wide range of problem solving from upstream to execution as a consultant, including visualization of business structure, restructuring of R&D projects, concept definition, and start-up of new projects.