In Nov., 2016 JDES (Japan Development Engineering Society) held 3rd Integrated Symposium with consecutively focusing on the significance of “Horizontal Alliance”. The reason why “Horizontal Alliance” is so important lies in the paradigm change in market and technology.
The first change is that the market values shift from products’ functions to something new which consumer can enjoy to use. To cope with this change, suppliers have to look for new allied partners who share the same value and are in close contact with consumers. This could be called as “Fusion of Value Chains”.
The second is that product suppliers who have been facing bottlenecks with existing ways of business have to change current frameworks in technology, system, and business-model together with horizontal partners. These changes would be called as “Renovation”.
The third is that product suppliers have become to look for a new opportunity where a new value can be created through an encounter of heterogeneity, a fusion of knowledge, and a creation of new combination. The situation in service industry is the same with manufacturing industries. This would be called as “Innovation”.
This symposium was expected to provide JDES’s members and ordinary audience with good opportunities to exchange and share heterogeneous knowledge and to find meaningful implications.
The present paper describes working efforts conducted by an academic society, Transdisciplinary Federation of Science and Technology (TRAFST), for contributing to realization of Society 5.0 which the Japanese government has initiated as five-year science and technology policy plan in April 2016. At first, academic objectives of TRAFST including development of bird’s-eye viewing knowledge, integrating knowledge, and exploring social wishes are presented as well as related global activities on transdisciplinary research for background information. Secondly, Society 5.0 is introduced which is planned by the Japanese government with relationships to academic activities of TRAFST. Finally, policy recommendations concerning development of social service systems for forming Society 5.0 is presented according to in depth study by TRAFST.
In this article, our challenge of the creating a new market were introduced at first. This challenge is currently on going, and the new market is made by combination of relevant two traditional markets. And secondary, through the challenge, inhibitory factors cause of this kind of market creating recipe were reported.
In the case of this report (combination of sheet music market and contents music market), there were four kinds of inhibitory factors, 1) laws and institutions because the two markets were very closed each other, 2) caused by industry customs, 3) rumor or baseless believes, 4) based of innovators ourselves.
The competition between pharmaceutical companies is changing their focus from “pursuing scale” to “open innovation” in Japan. For this reason, alliances by pharmaceutical companies are aggressively implemented. However, it cannot be said that all the alliance cases have succeeded. This study discusses the key success factor of the alliance by pharmaceutical companies through looking at the alliance cases in Japan. From this study, sharing “Context of Product Development” such as knowledge and information obtained in product development is an important key success factor. According to previous research, “exploration in organizational learning” is necessary for long-term innovation, such as expanding alliance partners. This study also discusses the corporate activity becomes rigid without expanding partners, in case of sharing “Context of Product Development” with partners.
This research was done to show “effectiveness of engineering brands for a method of developing technical research named seed oriented”. As an element technology developing company, it is important to clarify “how to deliver value to customers” and “how to cope with complex needs”.
It is important to build an ingredient technology brand so that it will not be buried no matter what form the value is provided.
By technical progress of the Location Information and the expansion of the use range, the Location Service came to have big value to connect the community in IoT (Internet of Things).
A digital map, a smartphone, a beacon are core items of the location service called pinpointing, movement, the matching. These infrastructure looks at the area as a platform of the local service, and support cooperation, mutual assistance, informal economy by the sharing including defense, and it is possible for a thing.
The own area cluster (Terrace) which measured it distributes the services that assumed Location Information a Key through a platform and makes a future market to tie indoor and the outdoors, an area and a wide area to. The local IoT Internet of Things platform is important investment in reproduction for local continuation.
Monozukuri in 23 wards of Tokyo By promoting collaborative activities between gold medicine professionals and cooperative agencies mainly in small and medium enterprises, by analyzing the management mindset of young managers of the second generation and the third generation who are the main players, by providing what kind of support service We will consider how stakeholders can achieve results quickly and efficiently in relation to Win-Win, and we will propose portal site: development of communicationba “コミュニケーション「場」Ⓡ” as a promotion measure.
While we, from Japan Government to private sectors, have been trying to produce and grow Advanced technology oriented start-ups for long time through several Start-up booms, we haven’t seen the real and enough growing. The real reasons are supposed to be the lack of Sustainable Eco-system to Realize Cross-sectional Interrelations, where real startups, supporters, investors, users, bigcompanies may make up fruitful real mutual relations.
This research was done to show“necessity of collaboration and open innovation among multi-stakeholders to solve social problems and experience economy.
Japan has many social problems, such as decline of population, super aged society, but through solving the problems, there can raise the new big market. In addition, Japan was annoyed with commoditization in its economy, but experience economy such as sport business and inbound tourism can vitalize local economies.
So we promote collaboration and open innovation for solving social problems and create experience economy based business.
Reviewing the presentations, the panel discussed “Horizontal Alliance” and “Common Place” for their significances, problems, and possible solutions.
Regarding the significance of Horizontal Alliance, the panel has converged on the recognition that a creation of new value would be achieved by breaking bottlenecks within existing vertical intensification and control. An encounter and a subsequent possible fusion of heterogeneous knowledge through “Horizontal Alliance” will play a key role to pursuit “knowledge exploration” which is vital for painstaking efforts to create innovation.
About the problems, the panel pointed out that a chance to create a new value through “ Horizontal Alliance” is naturally uncertain, active and relentless supply of knowledge to “common place” is important to expand his or her own chance.
As for the possible solutions, the panel directs that a variety of articulations are required to make full use of “Horizontal Alliance”. For example, researches of business examples for “New Combination”, and analyses of merits and risks of “Horizontal Alliance” and their optimizations are desirable. Because this kind of Symposium provides very low cost opportunity for quest of knowledge exploration, proactive use of this opportunity is highly expected.
A value chain is a strategic concept proposed by M. E. Porter. This model visualizes and connects values of activities performed in a given project to show its competitive advantage. The value chain model has been derived primarily from the manufacturing value chain on the basis of goods dominant logic (GDL). In this paper, three cases of ongoing smart infrastructure projects are studied to define the model type of each formation, examine the role of an SPC, and review the manufacturing value chain model on the basis of service dominant logic (SDL).
As a manager is in the position to ‘manage’ the company, direction of the company largely reflects the manager’s mind, which therefore ultimately determines the company’s future. Although business scenes vary on a case by case basis, it is the manager who should establish the core philosophy that can be applicable into various situations for rational decision making. I would like to introduce my own management philosophy, “Manager Eri’s 20 Commitments,” which is divided into 20 clauses. These 20 commitments are classified into the following five categories: 1) Manager, 2) Employees, 3) Operation, 4) Research and Development and 5) Society. Many of the commitments have been created upon feedback for my own mistakes in the past, while others are my consistent beliefs that have assisted me with progressing straight forward to realize the company’s visions. Overall, many of these 20 commitments are found to be relevant to information and data. This is because rational business management can be possible only by utilizing information and data in the current era.
In the modern industrial history of Japan, human resources development for global talent had been broadly practiced throughout decades. In the 60s to 90s, because of social “immobility” of global talents at the time, large enterprises were fully relying on in-house training, such as sending employees to abroad as trainee. From the 2000s, large enterprises have introduced mid-career hiring in addition to the above, but furthermore the needs for such talent also increased in small and medium-sized companies. At a national level, “mass production” of global talent grew in need, and thus a number of administrative projects were launched.
Meanwhile, there is barely no concept of “global talent” in overseas, due to a mindset of no boundary of borders in the business field, and also for their domestic cultures and languages being pretty much diversified already.
Global talents are generally categorized as a) international executives, b) world class specialists, and c) regional experts. Japanese companies should come up with clear and tailor-made definition of global talent for each company, and at the same time, accelerate investment to execute the training and development of such talent.
Since 1990’s, Japanese major industries such as electric products industry have been facing very severe global competition and have lost their market position in the world and currently most of them are under structural reform. There are several backgrounds and reasons for that decline and main issues of top management such as poor recognition about globalization, poor strategy and slow decision making system were more serious than the lack of global talents. However it requires two types of global talents which will be discussed, to execute the structural reforming plan. Also there are reasons that global talents have not been bred in conjunction with decline of industries and of country. The review of those will hint what education and training are effective and needed to breed real global talents.
The former paper discussed a practical energy outlook named as “Japan Model for Energy Demand & Supply - Compact Energy Demand in 2030 - ”. In this paper, dynamism of energy-related factors which account for the outlook is reviewed. Energy Issues are defined as extractions out of the dynamism of energy-related factors. Energy Issues Management, therefore, does mean how to cope with the impacts of the dynamism to achieve desirable targets such as a coexistence of 3E (Energy Supply Security, Economic Efficiency, Environments).
The role of Energy Issues Management is to identify the dynamism of key factors and to build up viable and prioritized measures which manage the impacts of dynamism and lead to a right 3E path. As described in the outlook, due to the weakening US’s commitment to Middle East, a viable 3E path would be to actualize “Compact Energy Demand” in a liberalized energy market.
Working on Energy Issues Management, this paper emphasizes that prioritized measures are 1) To propel energy conservation for “Compact Energy Demand”, 2) To encourage localization of distributed renewable energies, and 3) To advance electricity market’s liberalization and to examine a place of nuclear power in the market. The promotion of the above measures will enhance our capability to cope with the impacts of dynamism and lighten our energy path.
The new industrial revolution has been occurred on global basis in 2010. The movement of “INDUSTRIE 4.0”was originated from Germany, “Industrial Internet” from USA and “Society 5.0” from Japan continually. They say that “ the age of IOT (the Internet of Things) will come by the realization of these new industrial revolution. The Internet is now very popular and applied with networking between computer and person, then I can call “the white color internet”.
IOT is directly connected with computer and things, then the world of IOT will be expanded to not only computer and person but everything, then I can call IOT “ the blue color internet”
This paper overviews the movement of new industrial revolution in Germany, USA and Japan and reviews the acitvities of manufacturing industry of Japan with the blue color industrial automation in the twenty century of the age of Society 3.0.
The author expect strongly“the age of IOT should be Japan’s century”.
The series will introduce methods and cases of applying ethnography to management of technology. The beginning paper of the series, shows the outline of the history and thought of cultural anthropology which is the root of ethnography.
Ethnography is one of a method of extracting potential requirements and risks of end users. It would be an effective tool to enhance the competitive advantage. Technology continues to evolve, society becomes more complex, and management of technology is getting more important. This paper would be worth especially for manufacturing, BtoB business, and small and medium-sized contract enterprises which have excellent technology but they have not yet concentrated on the value creation.
People often make their decisions based on the common knowledge or practices of their local societies, and their view of the world is founded on the world atlas that is used in their region. However, it is not widely recognized that there are several kinds of atlases used in different parts of the world, such as Greenwich-centered, Asia-centered, and Americascentered. There are also different codes that are at the base of people’s conduct or way of thinking, such as legal code, moral code, or religious code. This paper presents the different types of world atlases used and the codes that are dominant in various regions. It is also described how it may be effective to keep in mind the type of world atlas and code of the region in which the business counterpart is from, with examples given for each.
Cancer immunotherapy beginning with the vision of immunological surveillance advocated by F. M. Burnet have been evolving in association with the advance of genetic engineering and genetic analysis. No one doubts the presence of cancer immunotherapy.
In this paper, I overview the cancer immunotherapy and introduce the developments of cancer immunotherapy in Japan. And this innovation is classified into the innovation by emerging knowledge stated by P. F. Drucker. The development of business strategies based by MOT is necessary for achieving this innovation.