25:["$","div",null,{"ref":"$undefined","className":"rounded-lg bg-white p-6 border border-slate-200","children":[["$","div",null,{"ref":"$undefined","className":"mb-4","children":["$","h2",null,{"ref":"$undefined","className":"text-xl font-display font-semibold text-slate-800","children":"募集内容"}]}],["$","div",null,{"ref":"$undefined","className":"","children":["$","div",null,{"className":"$undefined","children":[["$","h3","0",{"className":"mb-2.5 border-b border-slate-100 pb-1.5 text-[15px] font-semibold leading-6 text-slate-900","children":"職務内容"}],["$","p","1",{"className":"mt-3 text-sm leading-7 text-slate-700","children":"【ミッション／ポジション概要】"}],["$","ul","2",{"className":"mt-3 list-disc space-y-1.5 pl-5 marker:text-slate-400","children":[["$","li","0",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"日清食品ホールディングスは、グローバルで即席麺事業の競争力を深化させながら、完全メシを含む新たな成長領域（温度帯・カテゴリー・セグメント拡大等）の探索・立ち上げを同時に進める「両利きの経営」を推進しています。"}],["$","li","1",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"本ポジション（新設：グローバル戦略部）は海外を主戦場に、グループの成長に直結する最重要テーマを扱う役割です。特定カテゴリ専任ではなく、既存事業（即席麺等）の伸長・構造改革と、新規成長領域（完全メシ等）の探索・立ち上げを横断して推進します。"}],["$","li","2",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"単なる調査・分析や資料作成にとどまらず、経営陣の意思決定に必要な論点設計・オプション提示に加えて、現地調査やスモールトライアル（テストローンチ等）まで踏み込み、意思決定の確度を高めたうえで実行に伴走する点が特徴です。テーマが固定されないため、担当領域を限定して深掘りしたい方よりも、論点起点で優先順位付けを行い、トレードオフを前提に関係者を巻き込みながら前に進められる方を想定しています。"}]]}],["$","p","3",{"className":"mt-3 text-sm leading-7 text-slate-700","children":"（テーマ例：海外事業ポートフォリオの見直し、新カテゴリーへの投資判断、既存事業の構造改革に関する経営判断など）"}],["$","p","4",{"className":"mt-3 text-sm leading-7 text-slate-700","children":"【職務内容】"}],["$","p","5",{"className":"mt-3 text-sm leading-7 text-slate-700","children":"本ポジションでは、海外事業を中心に、全社・各事業会社の重要テーマについて、論点設計から意思決定、実行（検証）までを一気通貫で担います。"}],["$","ul","6",{"className":"mt-3 list-disc space-y-1.5 pl-5 marker:text-slate-400","children":[["$","li","0",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"海外各事業会社／全社の重要課題に関する、論点整理・構造化・推進（関係者の巻き込み・ファシリテーション含む）"}],["$","li","1",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"市場・競争・事業・財務を統合した分析に基づく、意思決定オプション（投資／撤退／継続等）の設計と、経営層への提案"}],["$","li","2",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"既存事業（即席麺等）の競争力強化に向けた課題設定・打ち手検討・実行伴走"}],["$","li","3",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"新たな成長領域（完全メシを含む）の海外展開・セグメント拡大に向けた検討、および現地調査・テストローンチ等のスモールトライアル実行"}]]}],["$","p","7",{"className":"mt-3 text-sm leading-7 text-slate-700","children":"既存事業の最適化にとどまらず、完全メシを含む新規成長領域まで射程に、各事業会社レベルの論点を全社視点で優先順位付けし、トレードオフを前提に前進させます。分析・資料化だけで終わらせず、現地での検証を通じて意思決定の確度を高め、経営判断後は実行部門が迷わず動ける形に落とし込むことを重視します。"}],["$","p","8",{"className":"mt-3 text-sm leading-7 text-slate-700","children":"（テーマ例：海外事業ポートフォリオの見直し、新カテゴリーへの投資判断、既存事業の構造改革に関する経営判断等）"}],["$","p","9",{"className":"mt-3 text-sm leading-7 text-slate-700","children":"【具体的な仕事の進め方】"}],["$","ul","10",{"className":"mt-3 list-disc space-y-1.5 pl-5 marker:text-slate-400","children":[["$","li","0",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"経営層（主に安藤徳隆氏）とのディスカッションを通じ、検討すべきテーマ・論点を設定"}],["$","li","1",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"市場・競争環境・事業構造・財務影響を横断的に整理"}],["$","li","2",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"複数の戦略・投資オプションを設計し、現地調査やスモールトライアル（テストローンチ等）を実行"}],["$","li","3",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"検証結果を踏まえ、意思決定材料として経営層へ提示"}],["$","li","4",{"className":"pl-1 text-sm leading-7 text-slate-700","children":"$L31"}],"$L32"]}],"$L33","$L34","$L35","$L36","$L37","$L38","$L39","$L3a","$L3b","$L3c","$L3d","$L3e","$L3f","$L40","$L41","$L42","$L43","$L44","$L45","$L46","$L47","$L48","$L49","$L4a","$L4b","$L4c","$L4d","$L4e","$L4f","$L50","$L51","$L52","$L53","$L54","$L55","$L56","$L57","$L58","$L59","$L5a","$L5b","$L5c","$L5d","$L5e","$L5f","$L60","$L61","$L62","$L63","$L64","$L65","$L66","$L67","$L68","$L69","$L6a","$L6b","$L6c","$L6d","$L6e","$L6f","$L70","$L71","$L72","$L73","$L74","$L75","$L76","$L77","$L78","$L79"]}]}]]}]