INA values a strong corporate culture built on MVV (Mission, Vision, Values). Guided by the unwavering belief that "people are a company's most important asset," INA focuses on hiring and developing employees, continuously striving to create sustainable corporate value.
INA's vision is to become the "World's No. 1 Human Capital Investment Company," positioning employees not merely as a workforce but as irreplaceable talent — members of the "INA Team" who drive the company's growth. This article explores the concept of philosophy-driven team building, centered on balancing the preservation of corporate culture with organizational evolution, based on philosophy-based management.
Why Is It Necessary to Replace Talent Who Don't Align with the Company's MVV?
Healthy organizational renewal is the natural process by which people who do not align with the company's philosophy and values are replaced, allowing the organization to sustain growth while maintaining its corporate culture. Rather than viewing employee turnover purely negatively, it is important to understand it as a mechanism for maintaining organizational health.
As an organization grows, it is natural for a certain degree of turnover to occur among those who do not align with the company's philosophy and values. While employee departures were once seen as a reflection of a company's shortcomings, in practice they can be necessary for maintaining a healthy corporate culture. It has been noted that retaining individuals who do not share the company's values can steer the culture in the wrong direction and risk creating a toxic work environment.
To build a visionary company, it is necessary to accept turnover and talent changes as a natural process guided by the team and its values. When people who do not truly resonate with the company's MVV leave and those who do resonate join, it is an inevitable form of renewal essential for healthy organizational growth. For the individuals themselves, moving to an environment that aligns with their own values leads to greater happiness, and for the company, it becomes an opportunity to welcome talent who share its philosophy.
How to Build the "INA Team" by Hiring Talent Who Share the Company's Philosophy?
Building the INA Team means conducting hiring that prioritizes not only skills and experience, but also resonance with MVV, integrity, and a desire for growth — then nurturing and enabling the gathered talent to thrive. This is philosophy-driven team building.
The most important factor in organizational growth is "who you work with." Management scholar Jim Collins also noted that leaders who build great companies first get the right people on the bus, then decide where to go. By prioritizing people over direction, it becomes possible to build a strong team capable of adapting to any change in environment.
At INA, this "people-first" philosophy is strongly reflected in its hiring strategy. When selecting new members to join the team, INA looks beyond mere skills and experience, placing particular emphasis on resonance with INA's philosophy and vision, integrity, and a desire for growth.
However, simply gathering talent who share the philosophy is not the end. It is equally important to develop that talent and enable them to thrive. INA has established a multifaceted training program, including career consultations, a mentorship program, support for attending external seminars, and incentives for obtaining certifications. Through job rotation within internal projects and study sessions on the latest IT technologies, INA fosters an environment where employees can always learn and grow, cultivating a culture in which people can continuously strive for growth without stagnating.
Investing the time and cost to hire and develop talent who align with the company's philosophy can be considered an "offensive investment" that will yield immeasurable returns in the future.
How Can an Organization Evolve While Preserving Its Corporate Culture?
Balancing corporate culture and organizational evolution means steadfastly upholding the core values that remain constant across time, while flexibly adapting strategies, practices, and ways of working to suit the environment. Strong organizations possess this "dynamic duality."
Today's business environment is constantly changing, and organizations must continue to evolve. The key here is striking a balance between protecting the corporate culture (core values) and adapting to change. Strong organizations clearly define what must not be changed — their core values — while flexibly evolving their strategies, practices, and ways of working to adapt to the environment.
INA is acutely aware of this balance and is committed to achieving both the preservation of its corporate culture and organizational evolution. While the founding MVV remains an unwavering axis, INA embraces change — from leveraging the latest technologies to expanding into new business areas. Because all employees share the same philosophical compass, there is no hesitation when pursuing new initiatives or organizational transformation.
What Is Needed to Deliver Optimal Value to Customers?
Delivering optimal value to customers begins with building an organization where employees genuinely resonate with the company's philosophy and find meaning in their work. There is a close correlation between employee satisfaction and customer satisfaction, and building a great team leads to great customer experiences.
When employees embody their company's values and work with enthusiasm, that passion naturally shows in how they serve customers, leading to high-quality services and attentive support. Consistent with the belief that "without employee growth, there is no corporate growth," INA has experienced firsthand that the individual growth of each employee drives higher value delivered to customers and fuels business performance.
Particularly in INA's core field of real estate, the essence of the business lies in human elements such as relationships of trust and communication with clients. Even in today's increasingly digital world, careful and flexible responses grounded in person-to-person trust remain indispensable. That is precisely why INA places the highest value on having outstanding talent engage sincerely with each client.
Summary: What Does It Take to Build the INA Team?
In a word, what it takes to build the INA Team is an unwavering commitment to people and philosophy. Gathering talent who resonate with MVV, nurturing them, and giving them a place to thrive. Protecting the unshakeable foundation of corporate culture while evolving the organization in step with the times. By achieving this balance, INA maximizes both the happiness and growth of its employees, and ultimately the value delivered to its customers.
INA believes that talent is the core and the greatest management resource for corporate growth. Going forward, INA will continue to invest generously in talent and work to create an environment where employees can fully realize their potential. What lies beyond that is the vision of a true dream team that continuously delivers optimal value to employees, customers, and society alike. INA is committed to remaining a company that is indispensable to its clients over the long term, through team building rooted in its founding philosophy.
Frequently Asked Questions (FAQ)
What kind of organization is the INA Team?
The INA Team is a philosophy-driven organization composed of talent who resonate with INA's MVV (Mission, Vision, Values). Employees are treated not merely as a workforce, but as irreplaceable talent, with consistent support provided throughout the entire cycle of hiring, development, and career advancement.
What is the most important factor in hiring?
Above skills and experience, INA prioritizes resonance with INA's philosophy and vision, integrity, and a desire for growth. For more details, please see INA's Hiring Criteria.
How do you balance corporate culture and organizational evolution?
While upholding the unwavering axis of MVV, INA flexibly evolves its strategy and ways of working through the adoption of technology and expansion into new business areas. This "dynamic duality" is one of INA's strengths.
How do you view employee turnover?
When people who do not truly resonate with MVV leave and those who do resonate join, INA views this as the natural renewal necessary for healthy organizational growth. For the individuals themselves, it also becomes an opportunity to find the environment best suited to them.
