BreakThrough Study Idea

It happens when we abandon the idea of "subcontracting" that is nine dramatic changes.Yoshio Tanaka<Series 2 / complete>

Study Idea

2017.09.14

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It happens when we abandon the idea of "subcontracting" that is nine dramatic changes.

Open-innovation has been regarded as weak point for the Japanese companies which are strongly committed to their own development. However, rather than keeping disadvantage as it is now instead, by practicing above-mentioned, it is can be stated such that companies could make major changes.

It is sufficiently possible for the companies to create new Japanese strengths by changing to the structure that creates synergy-effects well with outside knowledge while retaining the strengths of MONOZUKURI and so on as it is. Especially in the small and medium-sized enterprises, the organization itself is not complicated, and it can be stated that hey are in an easy environment to adopt open-innovation.
Moreover, if Japanese companies which are excellent in MONOZUKURI and others are going to change social systems and services and try to achieve it with an open attitude, then as a partner who can realize open-innovation, they would be useful with the countries in the world.

Toward more advanced "Open Innovation 2.0"

One of the big differences between the original open innovation and the currently active "open innovation 2.0" is that it is to provide a new mechanism and social system to the market by organizations that take various forms and engaging various ways rather than a one-to-one relationship between companies and companies.

The way to use technology and knowledge is also progressing in the direction from "to utilize the technology of others" of the original open innovation to "combine many of technologies in every place" in order to solve a big problem in the society.

It is all right to outsource the development and manufacturing which you cannot make it realized by yourselves, but it is risky to be stained with a "subcontracting idea" that is something like only accustomed to following specified specifications, cost, and delivery schedule without involving with anything in the structure or structure of the business.

Therefore, When exhibiting in a new value creation exhibition, you do not just focus on your company's explanation, but proactively try to create contacts and opportunities for collaboration by having the idea how your technology would be interesting with what combination, while watching the companies of other exhibitors and visitors.

Open innovation shows spreading out with how you collect information on several things out of plenty of other information.

As that trend, several things are known so that we explain as below.

Nine changes caused by Open Innovation 2.0

1)Business model: "mass production type" → "value creation type"

2)Project: "consumption type" → "preservation type (Preservation)"

3)Business resource: "concentrated type of energy / management resources" → "knowledge intensive type"

4)Method: "A method that relies on dangerous substances and toxic substances" → "Methods of using intrinsically safe substances"

5)Business style: "linear type" to "circulation type"

6)Core of view point to use: "Chemistry and Physics" → "Biology and Information"

7)In relation to business entities, "exclusive type" → "open type"

8)For this reason, the subject of the project is the conventional "specific organization" → "biosphere (ecosystem)"

9)And what we are offering is to provide "traditional" product "→" service "

The point is that it is not a style that develops and provides technologies, products, and services in a one-way manner, but after bidirectionally confused then a new mechanism is built up interactively, and the necessary technology would be created.

<Series 2 / complete>


Yoshio Tanaka

Tokyo University of Science graduate school of innovation professor
Aoyama Gakuin University Graduate School Business Lawyer Visiting Professor
Participated in the National Institute of Advanced Industrial Science and Technology

Graduated from the Department of Electrical Engineering, Faculty of Engineering, Tokyo University of Science in 1973. In the same year, he joined Sumitomo Heavy Industries, Ltd. and engaged in system development such as online system design. In 1980, he joined IBM research and development manufacturing department. Assistant to the development, management and vice president of products, services and software for the world. In 1998, IBM Corporation R&D Aisi Pacific Technical Operation in charge. In 2001, he was a director in the R & D department planning and business development. In 2005, he became Microsoft CTO. In 2007, he joined the National Institute of Advanced Industrial Science and Technology, a professor at Aoyama Gakuin University graduate business lawyer. In 2009, Professor of Tokyo University of Science graduate school. Currently, he is a senior visiting researcher at International University GLOCOM, a member of the Japan Engineering Academy.

◇Main book:"Verification of MOT History (joint work)" (Maruzen) 2008

Yoshio Tanaka (2017) / "Create an ecosystem by utilizing IT rather than monozukuri"
"Nikkei Business ONLINE", January 5, 2017

Series

Series 1 "Approach" that decides the outcome of surviving companies.

Series 3 "Team-nature" to elucidate from companies that have created new value.

Series 4 The key to creating new value is "open discussion".

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