【REPORT】The Second Executive Innovation Roundtable

2026/02/19

The Executive Innovation Roundtable was held by the Executive Innovation Committee (EIC) on August 4, 2025. The following is a report and video digest of the event. Please watch the video digest by playing the YouTube video in the blue frame below.

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Kanda Myojin: Japan’s Future Will a Nation Without “Design Power” Decline?

In the serene setting of Kanda Myojin, a shrine steeped in 1300 years of history, a heated debate took place over the future of Japan. The leaders of industry, government, and academia shared an intense sense of crisis about Japan’s structural challenges. They explored the potential of an “ecosystem strategy” that has emerged as a prescription for revitalization.

The Determination of a Leader in a Land of Tradition and Innovation

On August 4, 2025, Noboru Konno, president of the Japan Innovation Network (JIN) and moderator of the second Executive Innovation Roundtable, announced the establishment of the Executive Innovation Committee (EIC). “Now that the world is facing crises in society, technology, the economy, the environment and politics, it is necessary for industry, government, academia and the private sector to overcome barriers and propose a way forward for Japan,” he said.

Mr. Kikukawa Hitogo of the Ministry of Economy, Trade and Industry and Ms. Ikuta Tomoko of the Ministry of Education, Culture, Sports, Science and Technology, who were guests at the event, expressed their keen awareness of the current situation. “There is a high level of interest in foreign investment and the acquisition of human resources, but domestic systems and rules have not kept up with changes,” said Mr. Kikukawa Hitogo. “The key is how to connect the potential of’ knowledge’ possessed by universities to social implementation,” said Ms. Ikuta Tomoko. Chief Priest Yoshihiko Shimizu, who provided the venue, said, “Over our 1300 year history, we have always transformed ourselves in line with the times. It is important to continue innovation while preserving tradition,” symbolizing the significance of this “Management Innovation Roundtable.”

In a video message, EIC Executive Advisor Hiroshi Komiyama said, “Collaboration among industry, government, and academia has been talked about for decades. What is important is not discussion, but really’ doing’.” Time is running out for reform that is only talk. The “determination” of leaders is now being tested.

Japan’s Current Situation Highlighted by the Spread of the “Pretending to Do Syndrome”

The first theme, “Transformation begins with the leader”, focused on the roles of leadership in the session “Determination and Action of Leaders in Industry, Government, and Academia”. Many managers said, “It is necessary to be’ determined’ to invest in innovation from a long-term perspective without giving in to short-term pressure from shareholders”. On the other hand, Mr. Ryosuke Higashiura of the EIC Secretariat said, “Innovation fatigue” in the field and “Pretending to do it syndrome”, which is only demonstration experiments (PoC) and does not lead to commercialization, sounded heavy on many participants. Some said, “It is necessary to be’ determined’ to invest from a long-term perspective without giving in to short-term pressure from shareholders”, but it highlighted the reality that the commitment of the top management is only lip service and has not spread to every corner of the organization.

In the second session, titled “The Future of Countries Without Innovation: If They Don’t Change, They Will Decline,” Japan’s “current position” was ruthlessly dug out. In response to the fact that Japan fell to a record low of 35th place in the world competitiveness ranking by the Swiss business school IMD, participants expressed a series of self-critical opinions, such as “Japan is too competitive to take risks,” “Japan’s decision-making speed is too slow,” and “Japan lacks the ambition (global ambition) to take the world seriously.”

Why is it that Japan has been unable to break out of its stagnation? What was recognized as a common issue at many tables was the lack of “design ability (conceptual ability)” to draw a big scenario for solving social issues by combining individual high technological capabilities.

The prescription is “ecosystem strategy”, but who designs the whole?

In Theme 3, “From Competition to Value Creation,’ Ecosystem Strategies,'” a session was held. In the modern age dominated by giant platformers such as GAFA, self-sufficiency as a single company is no longer possible. The conclusion drawn after the discussion was that’ ecosystem strategies,’ in which companies cooperate across industries and company boundaries, are essential.

However, even here, the lack of “design power” is a barrier. In order to create new industries such as the hydrogen society, it is necessary for component manufacturers and players such as automobile manufacturers to work together horizontally. However, the lack of leadership, “Who will design the whole picture?” was pointed out as the biggest bottleneck. There is no control tower to draw a strategic division, “In which area will we cooperate and in which area will we compete?”

Noboru Konno, who summarized the discussion, said, “All the issues that came up today are connected,” and asked the leaders to have a “capacity to communicate” that goes beyond the interests of each company. This round table is not just a place for discussion. It is a powerful starting point for how to build a “Japanese-style innovation ecosystem” and lead it to concrete policy recommendations and joint projects. As symbolized by the tradition of Kanda Myojin, innovations are an extension of history. The sense of crisis and enthusiasm exchanged in the traditional land will be a Noroshi of a new will to design the future of the country.

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