Column 32: 'Why am I the only one exhausted?' - What I felt reading the 2026 White Paper on Small and Medium Enterprises regarding what is happening to successors

In the 2026 White Paper on Small and Medium Enterprises,

• strengthening 'earning power'

• price pass-through

• increasing added value

• AI and digitalization

• addressing labor shortages

• management literacy

and other topics were organized as key themes.

What was particularly impressive was

that the importance of

'management literacy' was repeatedly discussed.

It indicated the necessity of improving the ability of managers to make decisions, covering not only finance and accounting but also

• organization

• human resources

• management strategy

• operational management

as well.
The necessity for managers to enhance their decision-making capabilities was demonstrated.

In fact, when I face successors and managers in the second startup phase on the ground,
I feel this issue strongly.

However, on the ground,
a slightly more fundamental problem is occurring.

That is,

Before 'management knowledge,' they have lost the 'ability to make decisions'

That is what it means.

■ Before you know it, 'you are the only one exhausted'

A few years after taking over the company.

Before you know it,
the time you spend alone in the president's office lost in thought is increasing.

'I know what I need to do. But I can't fully take action.'

'I want to delegate to executives, but in the end, I'm overseeing everything.'

'When I consult with others, the discussion expands. But nothing gets decided.'

'The front lines are off-track. They don't check with me. Everything stops.'

'I am also quite exhausted.'

When I talk to successors,
these words come up very often.

However, this is not a lack of ability.

■ The problem lies not in 'you,' but in the 'structure'

The more you have a strong sense of responsibility and
the more you properly observe the front lines,
the more you hoard decision-making.

One successor told me this:

'I even decide the layout of the desks at event venues myself.'

The person themselves is suffering.
The front lines are also stalling.
But they cannot delegate to anyone.

This is by no means a rare story.

In many cases, within the company,

• meetings have become 'places for reporting,' and nothing gets decided

• The roles of executives are ambiguous, and the location of responsibility is unclear

• Decision-making criteria are not shared, and confirmation processes are stalling

• KPIs end at numerical management and do not lead to action

This is the state that is occurring.

In other words,

It is not that 'the president is bad,' but rather

a 'structure where decisions are concentrated on the president'

has been created.

Therefore, no matter how hard you try, you will be exhausted, and
the company will also find it difficult to move forward.

■ Before 'earning power,' check this

In the white paper,
price pass-through, increasing added value,
and AI/digitalization were also organized as important themes.

Of course, these are important.

However, in the field of small and medium-sized enterprises,
there is something that must be checked before that.

That is,

'Is this company structured to properly survive?'

That is what it means.

• Is gross profit remaining?

• Is cash flowing?

• Is there investment capacity?

• Can it withstand loan repayments?

If this collapses,
no strategy will last.

That is why I

'Strengths → Price → Gross Profit → Investment Capacity → Sustainable Growth'

is a flow that I
prioritize organizing together first.

■ What I do
——Creating a 'state where you can decide,' not providing the 'answer'

What I prioritize in the field of successor support is

• organizing the points of discussion

• articulating the criteria for judgment

• transforming meetings from 'reporting sessions' into 'decision-making forums'

• clarifying roles and scopes of responsibility

• breaking down KPIs to the action level

.

I do not teach the answers.

Because ultimately,
it is the business owner themselves who moves the company forward.

What I do is

create a 'state where you can decide for yourself'

together with you.

Information on 60-minute brainstorming sessions

If you are currently:

・Feeling anxious for some reason despite being profitable
・Postponing investment decisions
・Not having cash left over despite making a profit
・Unable to take the step toward price increases or hiring
・Unable to get the thought 'Will things be okay like this?' out of your head

If you are in such a state,
organizing your thoughts with an outsider is one option.

In a 60-minute brainstorming session,

・What is the true nature of your anxiety?
・What are the numbers you really need to look at?
・How much investment capacity do you actually have?
・What should be prioritized and what should be put on hold?
・Where is the point where your current company is 'starting to stall'?

we will organize these points,

helping you shift from 'management by enduring anxiety'
to a 'state where you can make informed decisions'.

After the consultation,
there is no need to force a conclusion.

First,
why not start by turning the 'vague anxiety' in your head
into words and structure?

👉 Click here for inquiries
Practical Management Advisor Atsushi Kumagai Inquiry Page

✉ info@jissenstrategy.com

Practical Management Advisor / SME Management Consultant
Atsushi Kumagai

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