This study aims to establish a methodology for strategic design within multi-sectoral ecosys-tems—comprising industry, government, academia, and civil society—centered around nonprofit organizations. Focusing on a case study of the Global Environmental Fund grant program, the research explores the potential of applying five P2M-based strategic frameworks. To date, the systematization of strategic management approaches for multi-stakeholder collaboration led by nonprofit entities has remained underdeveloped. In particular, there has been insufficient examination of the roles and structural challenges faced by funding agencies (FAs), which are responsible for resource allocation and decision-making support. Through observational analysis of existing cases, this paper hypothetically infers both the applicability and limitations of P2M, employing an abductive reasoning framework for exploratory investigation. The findings suggest that the neutrality, public orientation, and coordination capacity inherent in nonprofit organizations may enable them to function as strategic hubs that inte-grate diverse stakeholders across sectors. This research aspires to serve as a starting point for accumu-lating and validating practical insights in the design of ecosystem strategies aimed at addressing future environmental and social challenges.

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In recent years, ESG management has attracted attention, and companies are clearly describing their value creation stories in their integrated reports and sharing them with stakeholders, including investors. The value creation stories in integrated reports are concisely written within the constraints of available space, but for companies to realize their value creation stories, they need to develop more specific strat-egies and design business model transformation programs and plans. In this paper, we analyze the inte-grated reports of 12 general contractors and propose a ”Value Creation Story Analysis Framework” that organizes value creation stories and business model transformation as a chain of transformation processes among six types of capital according to the Octopus Model. Furthermore, we examine how to leverage integrated management within the P2M body of knowledge through the application of our proposed framework.

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A Technology Roadmap is a graphical representation of the development and relevance of markets, products, and technologies over time. The series of processes including formulation, preliminary prepa-ration and post activities are referred to as Technology Roadmapping. This study discussed the usefulness of Technology Roadmapping in P2M based on a case study of a Japanese automotive parts manufacturer. As a result, it is assumed that the organizational infrastructure, which is essential for P2M, is developed through the preliminary preparation process. It is also suggested that profiling management, program strategy management, architecture management, and platform management are promoted through the formulation process. In addition, architecture management, value indicator management, and life cycle management are encouraged through the post activities process.

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This study proposes an agent-based model to simulate changes in public transportation preferences that takes into account the interaction between local residents and municipalities. The model conforms to the concept of mobility management and focuses on the interaction between the local government's educational activities and local residents. The experimental results are as follows: 1) even if the con-nection between the municipality and all local residents is partial, the interaction among local residents contributes to the improvement of preferences; 2) the interaction among local residents alone does not significantly change initial state preferences, and external influences are important. The obtained results contribute to the formulation of sustainable transportation policies and could provide useful suggestions for mobility management practices in the real world.

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To achieve a sustainable society, companies are expected to transform their own business models. It is essential to consider the business ecosystem in program management, especially in a scheme model project, and a methodology/process is required. Okada et al. have proposed a methodology for building a simulation experimentation environment for business model transformation and consensus building. In this paper, we will discuss how to build a simulation experimentation environment from a partner company perspective of as an extension of the methodology proposed by Okada et al. First, we will reorganize the basic concepts and propose a partner-centric simulation model structure. Then, we will build a part-ner-centric simulation experimentation environment based on the proposed simulation model structure and confirm the effectiveness of the simulation experimentation environment through expert interviews.

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