PICK UP #01 BUSINESS STRATEGY
Next Solutions:
Business Strategy
For 30 years, Next Solutions has pursued a simple ambition: turn a business idea into a digital service that can operate, grow and endure.
This English edition outlines the company’s operating model, its record in large-scale delivery, and the transition it sees in an AI-driven market.
This article is an English editorial edition based on statements by Chairman Kazuyuki Kubo.
At a glance
- Strategy, delivery, operations and growth are designed as one continuous system.
- Large-scale digital projects are combined with AI products and specialist group capabilities.
- Capital participation can align the company with a business’s long-term success.
- AI makes delivery faster; defining the right business becomes more valuable.
01 / WHAT WE BUILD
Turning business concepts into operating services
Next Solutions builds, operates and grows large-scale digital services from the earliest business concept.
The company’s core work combines major IT service development with AI products, including Aigent, a tool designed to automate large-project management. From strategy and design through implementation, operations and marketing, the work is organised as one delivery chain.
Large-scale IT services
Business strategy, design, development, operations and growth support for digital services generally starting at the ¥100 million scale.
AI services
Original AI products and tailored AI solutions that improve the way teams plan, build and operate.
02 / WHY IT MATTERS
Strategy without implementation is incomplete
Next Solutions enters at the consulting stage, then assumes responsibility for bringing the plan to life. This means the financial assumptions made in strategy must survive contact with delivery and operations.
Its group and alliance network provides specialist capabilities in web production, infrastructure maintenance, marketing, offshore development and live-event operations. The intention is not merely to deliver a system, but to help make a business work.
03 / THE BUSINESS MODEL
More than one point of return
Revenue can be generated at design, build and operations stages, while the largest potential return comes when a business succeeds through an IPO or exit. The company states that it targets balanced delivery economics rather than excessive project margins, then reinvests profits into people, new ventures and recovery opportunities.
With Next Capital Management, the group can also participate as capital in businesses it has helped to conceive and operate. That creates a model in which strategic advice, implementation and long-term business value are connected.
04 / THE AI TRANSITION
When making becomes easier, choosing matters more
AI is rapidly shortening the path from requirements and early design to working prototypes. It will make much of conventional web and system delivery more commoditised.
COMMODITISED
Making the product
Requirements, prototypes and implementation accelerate.MORE IMPORTANT
Defining the business
What to build, for whom, and how it becomes a growing business.The company’s challenge is therefore not simply to use AI, but to remain an investment partner rather than becoming a cost line. Its internal principle is: “Be an investment opportunity. Do not become a cost.”
05 / THE NEXT CHAPTER
From founder-led drive to organisational capacity
After three decades as president, Kazuyuki Kubo became chairman. His role is to pursue new opportunities and higher-risk seed investment; President Chen’s role is to shape plans carefully and drive them through the organisation. Together, this is intended to pair decisive exploration with disciplined execution.
FROM OWNER-LED TO ORGANISATION-LED
A company where the next leader can emerge.
Protect the accumulated foundation while continuing to propose new solutions.NCM VIEW
Where Next Solutions stands today
NCM sees a company with a durable customer base, proven major-project delivery and a meaningful transition ahead. Its advantage is no longer merely the ability to build systems; it is the ability to identify which businesses should be built and how they should grow.
The questions are whether AI productivity can become organisation-wide capability, whether business-creation know-how can scale beyond individuals, and whether the next generation of leadership can make the model durable.