Search Results
7/11/2025, 10:54:45 AM
https://news.yahoo.co.jp/articles/28c086c6206790ffd4e33fabb1d4cf2f8bd568b9?page=2
Thirdly, there is a fundamental issue in the very design of the management structure.
At Cover Corp, an internal initiative known as the "Tea Party System" was introduced with the aim of strengthening communication with talent. Under this system, CEO Motoaki Tanigo personally holds regular meetings with affiliated VTubers to directly hear their concerns and feedback. Among fans, this has been praised as a sign of sincere management.
However, looking at it from another angle, this also suggests that the on-the-ground management system is not functioning properly. The fact that the top executive needs to individually collect feedback from the front lines strongly implies that middle management—such as managers and team leads—may not be effectively building relationships with the talent or addressing issues as they arise.
In principle, for a publicly listed company, issues at the operational level should be escalated through a hierarchical structure and addressed through the relevant departments. Yet in this case, where the CEO is taking on individual responses through the "Tea Party" approach, it raises questions about governance—specifically, what authority the frontline managers actually have and whether decision-making is properly controlled.
At a stage where management should be compensating for the vulnerabilities of a personnel-dependent model, the management itself has also become overly reliant on individuals. This is a typical organizational risk that rapidly growing startups face when trying to scale up without having fully developed governance systems in place as a listed company.
Do you guys think YAGOO's tea party system is useful?
Thirdly, there is a fundamental issue in the very design of the management structure.
At Cover Corp, an internal initiative known as the "Tea Party System" was introduced with the aim of strengthening communication with talent. Under this system, CEO Motoaki Tanigo personally holds regular meetings with affiliated VTubers to directly hear their concerns and feedback. Among fans, this has been praised as a sign of sincere management.
However, looking at it from another angle, this also suggests that the on-the-ground management system is not functioning properly. The fact that the top executive needs to individually collect feedback from the front lines strongly implies that middle management—such as managers and team leads—may not be effectively building relationships with the talent or addressing issues as they arise.
In principle, for a publicly listed company, issues at the operational level should be escalated through a hierarchical structure and addressed through the relevant departments. Yet in this case, where the CEO is taking on individual responses through the "Tea Party" approach, it raises questions about governance—specifically, what authority the frontline managers actually have and whether decision-making is properly controlled.
At a stage where management should be compensating for the vulnerabilities of a personnel-dependent model, the management itself has also become overly reliant on individuals. This is a typical organizational risk that rapidly growing startups face when trying to scale up without having fully developed governance systems in place as a listed company.
Do you guys think YAGOO's tea party system is useful?
Page 1