From scaffolding rentals to a value-driven company:
A six-year transformation across 15 projects

Over six years, ASNOVA and Loftwork collaborated on 15 projects that supported the company’s transformation. They renewed both the corporate and scaffolding rental service site to strengthen the brand foundation, launched POP-UP SOCIETY to connect with new communities, developed products and services, and designed training programs to foster creative talent.

During this period, ASNOVA achieved major milestones. The company was listed on the Nagoya Stock Exchange NEXT Market in 2022 and on the Tokyo Stock Exchange Growth Market in 2023. Throughout each stage of growth, Loftwork continued to support ASNOVA by designing projects tailored to the company’s evolving challenges. As public recognition increased, the number of job applications expanded more than tenfold, signaling a visible shift in momentum.

This article revisits some of the most memorable initiatives from the past six years and explores how continuous collaboration has led to a significant organizational transformation. The story is told through the perspectives of Daisuke Kato (Director and Head of the Management Headquarters at ASNOVA), Makoto Ono (General Manager of the Corporate Planning Office, and Kazuto Kojima (ASNOVA Project Producer at Loftwork).

Kazuto Kojima, Loftwork:
It’s already been six years since we started working together. Could you remind us what challenges ASNOVA was facing when you first came to Loftwork?

Makoto Ono, ASNOVA:
That feels like a long time ago. Back then, we were exploring ways to diversify our business. While scaffolding rentals remained our core, we wanted to expand into other areas and build new directions. I had just been transferred to the Business Planning Office (which has since merged into the Corporate Planning Office) and was tasked with developing new business ideas to address the challenges facing the scaffolding industry.

I began researching and planning on my own, but I quickly reached a dead end. I couldn’t feel confident that our ideas truly addressed real needs. There were clear limits to what we could do internally, which is why we reached out to Loftwork. From the beginning, Loftwork didn’t just accept our assumptions at face value. They challenged us by asking, “What is the real issue ASNOVA should be tackling?” That questioning made me realize we had found a partner we could trust.

Kojima:
At the time, Loftwork proposed focusing on the issue of labor shortages as a starting point for diversifying your business. But we soon felt that the research wasn’t yet deep enough to understand the root of the problem.

Ono:
Exactly. Through extensive research, one key insight emerged. We called it the “wall of indifference.”
At first, we assumed the industry’s difficulties stemmed from what’s known in Japan as the 3K image — “kitsui, kitanai, kiken” (tough, dirty, dangerous). This phrase is often used to describe physically demanding and hazardous jobs, from construction to manufacturing, that job seekers may find unappealing. But we discovered that low recruitment in the scaffolding industry was less because of a negative impression, and more because people lacked any impression.The industry was invisible to them. To overcome its challenges, we first needed to break through that wall of indifference and spark genuine curiosity.

This realization led directly to the creation of the media platform POP-UP SOCIETY. Interestingly, the idea to build a media platform didn’t come from ASNOVA’s initial request. It was Loftwork’s proposal, born from the insights uncovered during the research process.

Kojima:
What was the biggest challenge in launching POP-UP SOCIETY?

Ono:
Since the project began as part of our efforts to diversify our business, it was difficult to explain internally how launching a media platform could lead to new business opportunities.

Kojima:
That’s a common concern for anyone managing new business development. Results rarely appear right away, and it’s easy to feel uncertain. Often, the success of a new initiative depends on how much passion and conviction its leaders bring to it. At Loftwork, we worked closely with Ono-san to channel that energy into concrete ideas.

When proposing POP-UP SOCIETY, we didn’t present the media site as the only possible outcome. Instead, we shared a list of 100 potential business ideas. This demonstrated that the media was just one of many directions to explore. This helped clarify questions within the company and made the process feel more open and experimental. We also created a roadmap showing how the media could influence other areas such as the corporate and service websites, making it easier to envision long-term effects.

Ono:
Yes, we had many back-and-forth discussions about how to communicate the concept internally. Kojima-san acted like a sparring partner, responding to every idea with fresh perspectives and constructive feedback.

Ono:
One key moment was when Kojima-san introduced the keyword “kasetsu” (temporary) during the creation process. This idea later became deeply connected to our company’s purpose. The launch of POP-UP SOCIETY was not only the first step toward business diversification but also a foundation for building ASNOVA’s organizational culture.

Kojima:
Then in April 2022, right after ASNOVA was listed on the stock exchange, you launched your new official media platform Kakeruba.

Ono:
That’s right. POP-UP SOCIETY has now evolved into Kakeruba (ASNOVA’s media platform). Based on what we learned from the previous project, it was created as ASNOVA entered a new growth phase. While we continued to aim at breaking down the “wall of indifference,” we also wanted to communicate our company’s present and future more clearly to our supporters and stakeholders.

Since its launch, Kakeruba has published a total of 75 articles*, all produced and managed internally by ASNOVA’s own team. It embodies our desire to tell our story in our own voice while continuing to connect people and ideas beyond the boundaries of our industry.

*Results from April 2022 (at the time of release) to the end of September 2024.

Kojima:
Earlier you mentioned the word “kasetsu,” which has now become ASNOVA’s corporate purpose. At first, though, it was simply a guiding concept within our projects. When we were exploring ways to diversify the business and break through the wall of indifference, we looked for a word that could express our approach, something like “temporary design” or “temporary creation.” The Japanese word kasetsu carries two meanings: “temporary construction” (仮設) and “hypothesis” (仮説). I remember thinking, “This might be the perfect fit.” Back then, none of us imagined it would one day define the company’s purpose.

Ono:
That’s right. Through countless discussions with Loftwork and a range of projects, we kept building and testing new kasetsu — both as hypotheses and as temporary frameworks. Over time, this cycle of experimentation took root in our company culture. It eventually evolved into our corporate purpose, reflecting our ambition to move beyond scaffolding rentals and venture into new fields.

Kojima:
It’s impressive how deeply kasetsu has taken root in your organization. How do you see the power of this word today?

Ono:
Having a clearly defined word that represents the company’s decision-making core is powerful. It guides how we develop new businesses, what kind of talent we want to attract, and how we communicate our vision. With a strong purpose, it’s much easier to convey what ASNOVA stands for.

Daisuke Kato, ASNOVA:
It’s also made it easier to explain our company’s stance to business partners and potential candidates. People now have a clearer image of who we are and what kind of future we’re building.

Kojima:
From the perspective of human resource development, what kinds of initiatives or changes have taken place at ASNOVA?

Kato:
When we first approached Loftwork, our president, Mr. Ueda, was the only person in the company who had ever created a business from scratch. We realized that before launching new ventures, we needed to build a culture that encouraged people to take ownership and experiment.

At first, it was just the three of us—Mr. Ueda, our HR manager, and I—meeting every week to talk about future HR systems and read books on organizational design. Eventually, we realized it might be better to learn by doing. That’s when we reached Kojima, and that’s how AMP! came to life.

Kato:
In AMP!, our employees worked on projects together with local businesses that provided real-world themes and with external creators who supported the process. Through these collaborations, participants developed new product ideas while experiencing ASNOVA’s evolving purpose firsthand. AMP! helped spread the company’s belief that “we can change ourselves.”

Through Kakeruba, we introduced the ASNOVA WAY, a new HR system designed to cultivate employees who can create new businesses. As more people learned about these initiatives, interest and empathy toward ASNOVA grew steadily.

Kojima:
And from the viewpoint of new business development, what kinds of results or changes have you seen?

Ono:
In 2021, we started thinking about how to connect event planners, construction designers, and individuals with scaffolding contractors. Then in 2023, we launched a new business called ASNOVA STATION, which lets partner companies rent ASNOVA scaffolding materials directly. 

The idea of kasetsu really opened up new ways of thinking for us. Many of the projects we developed around it led to ideas that became real businesses. Honestly, it was through Loftwork’s partnership and support that we were able to make them happen. Our possibilities as a company keep expanding every year.

Kojima: Looking back on our six years of collaboration, what changes stand out the most to you?

Ono:
We’ve always pursued diversification with the aim of enhancing corporate value. But through these projects, I’ve realized that strengthening corporate value ultimately means empowering people. Both organizational growth and individual growth are essential, as is the motivation that inspires people to reach higher.

Over these six years, I’ve also learned that passion itself can become a true source of value. When people feel motivated, their skills and collaboration expand naturally. That passion then becomes part of the company’s identity. Working with Loftwork has sparked new initiatives and fostered a more positive mindset across our team.

Kato:
I’ve come to realize that if we want to change the company, leaders must first embody that change themselves. Words alone aren’t enough; we have to demonstrate it through our actions. I joined ASNOVA just four years ago, but working with Loftwork has helped me grow used to change and see it as something inspiring rather than intimidating.

Kojima:
I think it was because we kept forming hypotheses and testing them that we saw so many changes along the way. Six years have passed in the blink of an eye, and I’m truly happy that we’ve been able to expand ASNOVA’s potential and realize meaningful transformation together.

Ono:
There’s something else I’ve realized. Everyone at Loftwork values having a clear core, but you’re also willing to question it, take it apart, and build something new. That openness has made me much less afraid of change. Even when our ideas are still vague, you help us think through the process and reach a goal together. You’ve been a truly reliable partner.

Kojima:
Thank you. Those moments of uncertainty are what made our proposals more flexible and creative. I believe that’s why so many interesting projects emerged along the way.

Ono:
We want to continue valuing what must be preserved while embracing change. Together with Loftwork, we hope to keep addressing challenges in the scaffolding industry and beyond.

Written by: Tanaka Seisha
Edited by: Nomura Hideyuki
Planning & Editing: Yokoyama Akiko (loftwork.com Editorial Team)
Translated by: Pinhua Chen

Please reach out if you are interested in:

• Exploring creative approaches to business strategy and planning.
• Leveraging bilingual (English and Japanese) expertise to reach overseas clients.
• Applying design thinking to strengthen your organization’s capacity to navigate global challenges.