Abstract
From the government to the boardroom to the business press, everyone is talking about health care related business as one of the potentially growing industries in Japan. However, the management of new business development in health care fields is not so simple and certainly much more complicated that of the traditional industries, and demands that we fully utilize our creativity. In this article, the author demonstrates how large industrial organization embedded the health care business, which was far different from the existing businesses, in a broad-based and highly systemic way by presenting the strategic concept which conceptually made up of three nested layers—market space, business space and organizational space—. To challenge these business developments, the author presents five key agenda, and also describes the basic thoughts and methods, which are common across almost all the new business development, based on more than twenty years frontline experience in operating and managing health care businesses.
