On February 4, global technology giant Panasonic officially announced a major executive restructuring. In order to gain an advantage in the increasingly fierce technological competition, Panasonic decided to establish two core management positions: Chief Artificial Intelligence Officer (CAIO) and Solution Revenue Officer (SRO). This change will take effect on April 1 of this year, marking that Panasonic has elevated artificial intelligence technology from pure technological R&D to the core of the group's strategic transformation.
In this restructuring, **Akira Sakakibara** was appointed as Panasonic's first CAIO. As the navigator of the group's AI strategy, he will be responsible for comprehensively implementing artificial intelligence in solving customer pain points and optimizing internal operational efficiency. At the same time, Hirofumi Suzuki was appointed as SRO, whose responsibility is to coordinate cross-domain initiatives, specifically optimizing the profitability structure of solution businesses classified as priority areas, ensuring that technological investments can effectively be converted into commercial profits.
Panasonic's establishment of the CAIO position is not accidental, but a key step in its 2026 "Growth Phase Shift" plan. Group CEO Yuki Kusumi clearly identified 2026 as the "key year for achieving growth phase transition" in his New Year's address. By adding a dedicated AI officer to the C-suite (executive management), Panasonic aims to break down the "siloed" structures between traditional manufacturing business units, reshape the supply chain using generative AI and automation technology, fundamentally change the fixed cost structure, and enhance corporate value.
In addition to creating new positions, Panasonic also introduced a more radical **"Business CEO" management mechanism**. The president of the operating company will simultaneously serve as the Business Chief Executive Officer of Panasonic Holdings. This system aims to achieve "overall group optimization." By allowing frontline business leaders to directly participate in group decision-making, Panasonic attempts to solve the long-standing problem of slow decision-making in large corporations, ensuring that the AI strategy can be implemented with high standardization and efficiency across all operating subsidiaries.