Vitalization of internal organization of a firm varies in terms of its concept and method depending on the adaptation of the firm's main products to the industrial environment. In the case where a firm is enjoying a steady growth with its main products adapted well to changes in the industrial structure, the firm may be vitalized by enhancing the employees' challenging spirit. There are many ways to do this: flat organization; `philosophy of praise' by the top management; improvement of personnel rating system, etc. There are other cases where the growth is stagnant even though the main products are well adapted to changes in the environment, probably because of the lack of proper management activity. In such a case the president needs to take the lead in revolutionizing the awareness of the employees through infiltration of the sense of crisis, declaration of a lofty business goal, and president's visits at worksites. If a firm's growth is retarded due to the failure of its main products in adapting to changes in the industrial structure, restructuring of the firm is necessary. For that purpose, employees' knowledge must be deepened through various programs : specialist development program ; mid-career recruitment; capability development; and appointment of talented people to new business sections.