The policy process in Japan has changed from a traditional bottom-up to a top-down policy process, with a two-tier structure of ”a layer that provides major directions (Arena 1)” and ”a layer that designs specific institutions (Arena 2)” due to the political system reform in 1994 and the reorganization of ministries in 2001. In this study, we examined the apex of the policy process in the energy sector (renewable energy policy and nuclear energy policy) using the concept of the ”P2M Version 2.0 Concepts Guide-line,” and found that in this part, the positioning of the program is unclear and the relationship be-tween program and project is not fully established. We confirmed that the relationship between the program and the project has not been fully established. Thus, we found that when the relationship between the program and the project is not clear or mixed, and when the circulation among the scheme, system, and service models is not sufficient, the events of mixed flow in the policy process and the historical effect of the institutional design occur.

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This study investigated factors contributing to the sustained interest of core fans to foster investment in crowdfunding for anime production. Surveying 72 new fan respondents, it was found that the quality of storytelling and composition, the quality of music and background music (BGM), and the presence of official events significantly influenced continued interest. Based on these findings, strat-egies for creating core fans in the anime fan community were proposed, including organizing official events as crowdfunding returns, emphasizing the quality of the work, and continuously supplying merchandise and collaborative products.

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The rapid evolution of information technology has led to ”digital disruption” in which emerging digital companies are using it to enter new markets and disrupt traditional companies and markets by quickly introducing creative new value. In this era, the survival of a company depends on how quickly it can bring new value to market through digital transformation (DX). Agile is becoming popular as a de-velopment method for DX, but since Agile itself is a software development method, a mechanism to accelerate business agility from a business perspective is necessary. Therefore, we arranged the 3S model of P2M theory and portfolio management into a process for agile portfolio management and a portfolio decision sheet. This paper describes the efforts and effects, including a 75% reduction in the investment decision period.

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Toward the goal of a decarbonized society, advanced utilization of biomass resources in the energy and material fields is expected. In our previous study, we have reported programs of research projects reviewing the utilization of biomass, mainly of rice and wood, as actual cases using P2M. Regarding biomass technology development in Japan, we have shown as an issue that, despite the numerous examples of demonstration experiments, not many cases have led to full-scale social implementation. In this paper, we provide profiling management for supporting biomass technologies implementation by clarifying the status of local resources and the scale of the business phase of the researched and devel-oped technologies. For social implementation of the utilization of rice, wood, etc. as biomass, the first step is to clarify the amount of biomass that can be produced in the region, mainly based on statistical information from the regions that are collaborating as demonstration areas. This information will be visualized and shared with research participants and stakeholders. Through these profile management, we will examine methods to support regional implementation of biomass technologies.

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To achieve net-zero CO2 emissions by 2050, local governments are also required to intensify their decarbonization efforts. However, many local governments face difficulties understanding how local decarbonization can be linked to regional revitalization, and therefore do not know what to do or where to start. In this study, we examined the background of this issue, considering the lack of P2M profile management and project & program management in local governments. Then we provided supports to a local government to overcome this issuer and verified the effectiveness of the supports. This study also proposes the importance of the local government support system, not only to provide comprehensive and specialized knowledge but also to support the establishment of project and pro-gram management systems in local governments.

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Business Continuity Management (BCM) is a management activity to enhance and maintain organ-izational responsiveness to minimize the impact of business interruption caused by disasters on stakeholders. In industrial clusters, such as factory complexes, if each company were to proceed with BCM independently, resources in the vicinity of the affected area may be depleted. In other words, bottlenecks occur that hinder overall recovery if problems are concentrated during initial response and recovery. This paper applies the P2M framework to examine a framework that mutually com-plements the limitations of individual company BCM by collaborating with other companies in indus-trial clusters to realize common value.

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Disaster risk reduction (DRR) is a pressing global issue. Although the Sendai Framework for Disaster Risk Reduction emphasises the importance of ex-ante investment in DRR in developing countries from a sustainable development perspective, many countries and donors still focus on reactive practices. ODA therefore has a key role to play. DRR takes a long time, and recipient countries need to build on the knowledge acquired through ODA. This paper therefore examines ODA programmes in the field of DRR through the lens of the organisational knowledge creation theory, and discusses what kind of management is needed to enable autonomous knowledge creation. This study found that three man-agement methods are needed: (1) programme life cycle/value index management randomly triggered by disasters, (2) programme life cycle/value index management based on programme limitations, and (3) platform management to promote inter-organisational collaboration. The three management methods can be required at any times and as needed during the ODA programme period to ensure an autono-mous knowledge creation process of the recipient nation. Lastly, this study proposes the management method as the revised DRR-ODA value creation framework.

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