Preliminary lecture at G-Space monthly tutorial 19 July. Introduction to project design. -how to make innovation-

1. Introduction to Project Design
＠G-Space Monthly Tutorial
Graduate School of Project Design
Associate Professor
小塩篤史 Atsushi Koshio

2. • Self introduction
• Vision of Our Grad School
• How to make innovation
• Idea based innovation
• Imagination based innovation
• Back casting work

3. Data Science
Simulation for Social Science
@ Graduate School of Frontier Science
The University of Tokyo
Visiting Scholar
Healthcare Management
System science
@ MIT Sloan
Business Producer
CSK-IS
Arthur Inc.
Developing EMR, ERM system
Assistant Professor
Healthcare Management
Health Informatics
@ Nippon Medical School
Associate Professor
Project Design
Data Science
@ MPD
Mina Lab
Natural Language Processing
Big data analysis
Atsushi Koshio
Associate Professor, Graduate School of Project Design

4. Graduate School Overview
Founding 学校法人東教育研究団
Representative 東英弥
President 清成忠男
Address 3-13-16 Minami AoyamaMinato-Ku, Tokyo
1 min walk from Metro Omotesando Station
Research Institution Research Institute of Project Design
Affiliated Organization Research Laboratory of Project Design
• Conducting Project Research and seminars
Publishing Department
・Monthly“Project Design” and other books
Established April 2012

5. Recruting 30 Working GraduateStudents
For April 2015 Enrollment

6. The Power of Project Design is the Power to Open Up the Future
MBA allowsa business person to acquire management skills however, are such skillsthe
priority in starting a business project? Given how the world is changing in high speed, the
needs of customers are also changing at the same rate. In times like this we are expected
to respond and adapt in a timely manner. What is in need are the skillsto construct ideas
and concepts that captures social needs. These skillsare not offered in MBA but at the
GraduateSchool of Project Design.

7. Existing MBA program extracts data from the past to identify phenomena that are striking,
and stock-piles case studies as business empirics. However this approachis insufficientin
designing a new project. It is the power to foresee and envisionthe needs of the future that is
required for the modern day project leader with a creative mind to conceptualize and
implement new project design. The idea behindproject design is to link practice and theory.
As the only graduate school in Japanthat offers a degree in project design, we engage in
rigorous coaching and conduct research on conceptual vision making and designing projects.

8. GeneralistIntensificationofExpertise↓Specialist
Business Flow →
MPD
MBA
Idea/conceptualvision
Comparison between MPD and MBA (conceptual diagram)
Analysis & Optimization

9. The Scope of MBA
(Research, planning,management, and making)
Utilizes past case studies
Beyond the Scope of MBA
(Idea and ConceptualVision Making)
Power to envisionthe future, requires visionary
skills, and cannot be appliedusing past case
studies

10. 事業構想の枠組みと流れ
ideation, inspiration,
imagination
• Idea
• Epiphany
• Awakening
• Detecting/Finding
Conceptual Vision Making
• knowledge and
wisdom brainstorming
• Empirical case analysis
• Collecting necessarily
information
Field Research
• Receiving Comments
• Collecting feedbacks
Conceptual Plan Making
• Verifying management
resources
• Marketing strategy
• To seek out customers
and clients by conducting
surveys and preliminary
investigations
Communications
• Making presentations to:
internal/external
stakeholders
• Lucid explanations
• Marketing Communications
The Framework and the Flow of ConceptualVision Making
Project Design
Finding the ‘seeds’ of
necessities in society

11. Prospective Students
Business persons
in charge of new projects
Business successors
Business persons aspiring
regional development/revitalization
Entrepreneurs

12. Research Department of
Project Design
Training for Project Design
Specialist
Basic Training Contents

13. The Graduate School of Project
Design is aimed to train business
persons aspiring to start a
project that is creative,
innovative, and ground breaking.
2 year Master Course
Campus located in central Tokyo,
Minami-Aoyamadistrict. 1 min from
Omote-Sando Metro. Offers in small
class sizes of 30 students per grade.

14. Graduate School of Project Design
Publishing Department
Media for Innovators

16. Research Institute of Project Design
A Platform for
Industry-Academia Collaboration

17. Project Research
Industry-Academia Collaboration Platform
Designing a Company’s New
研究員
研究員
研究員
研究員
研究員
研究員
研究員
Researcher
Professor
Guest Lecturers
Research Topic
Epiphany,
Realization,
co-creation
• 10-15 Researchers
• 1 Appointed Professor
• Multiple Guest
Lecturers
• Twice per month
Regular Meetings held
• 4 hours per meeting
• Duration 1 year
研究員という身分で、
自社の事業構想を構築
事業構想大学院大学事業構想研究
所の研究員という立場が付与され
ます。大学院主催のセミナーへの
参加、図書室やサロンなどの施設
の活用をしながら、自社の事業構
想を考え抜き、研究員同士や教授、
ゲスト講師などさまざまな立場か
らの意見や助言を交わしながら、
実現性が高く魅力的な構想を構築
していきます。また、担当教授と
は緊密に個別相談など年間を通じ
て連携を図ります。本気で考えて
いく時間と環境が、次期幹部とし
て真の資質を磨いていくことに繋
がります。
Students acquire skills to be innovative,and skills to raise the literacyon project
design. The aim is to train studentswho can construct new business design.
Researcher
Researcher
As a researcher, the
student will
construct a project
design for his/her
company

18. Idea Concept Strategy Action
DegreeofFreedom

19. Idea Concept Strategy Action
Freedom
Resourceallocation
Upper process is more important
Focusing on upper process of business design

20. The Innovator’s DNA

21. Innovator’s DNA
①The skill to combine
The four skill to discovery are:
②power of questioning (query power)
③power of observing
④power of networking
⑤power of Experimenting

22. The skill to combine
• The Medici Effect
• Einstein “Creative thinking is to play
with combinations”
• The more blocks of ideas you have,
the more combinations you produce

23. Power of Question
• ”Why does a computer need a fan?”
• power to question; the query power
• Q/A Ratio
• Question storming, Question
conference is good to define a
problem and improving skills of
questioning.

24. Power of Observation
• Everything becomes the subject of
observation
• Customers, product, service,
enterprises, technologies
• Mackintosh –through the power of
observation was born at Zerox PARC
•

25. Power of Networking
• Innovators come from diverse
background and holds a wide range
of networks
• Collecting information on its idea, and
spend a great deal of time in
speculating and discussing its idea
• Contacting external specialist

26. Power of Experimenting
• Always challenge and try new things
• Experiment under hypothetical
settings
• Challenge experimentally
• Aim beyond material challenges
• Acquire new skills
• Decompose products

27. Model of Innovator’s DNA
Object against
the current
situation
Taking Risks
Power of
question
Power of
observation
Power of
networking
Power of
Experimenting
Skill to combine

28. How to make Innovation
• User-centered Approach
• Technology centered Approach
• Business model Innovation
All are important, but don’t follow
project development process.

29. Our approach
Idea based
innovation
Inspirationbased
Innovation
Imaginationbased
Innovation
Strategic VisioningGo to fieldwork!

30. Whole Systemof Project Design
Creating Future (Future Life Style)
Vision (what you will create or provideto societ)
Resources
(Human, Organization,
Material, Information)
Technology
(Innovation, Disruptive
Innovation, Domain)
Value
(User, social,
functional, sentimental)
Business Mechanism (Business model, Management, Marketing)
WHY?
WHAT?
HOW?

31. Ideation Innovation
• Creating something new by strategic
process
• Using frameworks and patterns to
create new by combination
-Innovation Pattern
-Contradiction and Integration

32. Area/Field of Novelty
• Users (experience, new users, improved
access)
• Values (rational, emotional, social)
• Resources (labor,
information/intellectual property,
material resource)
• Mechanism (business model, IT,
operation)
• Technology (anew, combining the
existing, destructive)
• Environment (area, rules, countries)

33. Users
• New user experience
• Discover and develop new users
• Finding neglected users
• Improving user access

34. Values
• Rational Values (profit, and enjoying
the benefit of function)
• Emotional Values (passion,
aesthetics)
• Social Values (solving social agendas,
enhancing social systems and
pursuing sustainability)

35. Resources
• Labor (new labor force, utilizing
diverse labor force, robots)
• Information, intellectual property
(knowledge, know-hows, patent)
• Physical resources (material,
processed goods)
• Energy

36. Mechanism
• Business model
• Management style
• IT
• Operation
• Logistics
• Organization
• Finance
• Sales and marketing

37. Technology
• New technology (development of new
technology)
• Shuffling of technologies
(combinations of existing technology)
• Unexpected utilization
• Destructive technology (in affordable
price)

38. Environment
• Field (industry, category)
• Rules (business practice, law
regulations, rules)
• Countries
• Relationship between stakeholders

39. Innovation Pattern
• Business Domain × Pattern
• Pattern
-SCAMPER
-TRIZ
-Innovators thinking

40. S Substitute
何を代用することができるか？誰を？他にないか？
他の能力に替えられないか？
他の場所はどうか？他のやり方はないか？代わりにどんなものがあるか？
他の手順はないか？
C Combine
どんなアイデアを結びつけられるか？目的を結びつけることができるか？
この仕分け方はどうか？混ぜたり、化合したり、アンサンブルは？
部分同士を結びつけると？他にどんなものを一緒にできるか？使いみちを増やすため
には何をくっつければいいか？魅力的なもの、正反対のものをくっつけたら？
A Adapt
他に似たものはないか？これから他の考えが思いつかないか？
過去に似たものはなかったか？何か真似することができないか？誰かを見習うことはで
きないか？他のアイデアは取り入れられないか？このコンセプトを違う状況に置くことが
出来ないか？この分野以外のもので何か取り入れられないか？
M Modify
Magnify
何を拡大できるだろうか？大きくしたり、引き伸ばしたりできるだろうか？誇張したり、大
袈裟に言ったりできるだろうか？何か付け加えられないか？時間や力、高さは？頻度
は？特徴は？何か付加価値を与えられるだろうか？複製できるところはないか？どこを
修正できるか？新しい工夫はあるか？意味、色、形、動き、音、香り、形態、形状を変え
たら？名前を変えたら？
P Put to other
use
他にどんな使い道があるか？そのままで使える新しい用途はないか？
修正したら他の使い道がうまれないか？他にどんなものが出来るだろうか？
拡張したら？他の市場では？
E Eliminate or
minify
もっと小さくなったらどうなるだろうか？何を省けるか？分割できないか？裂くことができ
ないか？控えめに表現したら？簡素化できないか？縮小版は？濃縮版は？引き算でき
ないか？削除できないか？そのルールはなくせないか？不必要なものはないか？
R Reverse or
Rearrange
どんな再編をすればよいだろうか？構成要素を交換できないか？他の並べ方はない
か？原因と結果を入れ替えたら？スピードを変えてみたら？スケジュールを変えてみた
ら？肯定・否定をいれかえたら？反対にあるものは何か？否定的なものは何か？回転
させたら？後ろ向きに考えてみたら？役割を逆転させたら？予想と反対だと？

41. お題
ヒト 資源 仕組み 技術 価値 環境
S
C
A
M
P
E
R

42. Innovators Thinking
• Analyzing Innovators thinking pattern
Process
プロセス
Input
情報
知識 体験
Output
アイデア
発明

43. 発想を因数分解する
Personal
Computer ＝

44. 発想を因数分解する
Personal
Computer ＝ Main
Frame
× Individually
Owned
思考のパターン

45. 発想を因数分解する
Personal
Computer ＝ Main
Frame
×
Transistor
Radio
(Analogy)
思考の刺激

46. • You can find similar patterns in many
innovation
• Try to analyze your success and your
domain’s success
• Innovator game
- Thinking like innovators such as
Airbnb, Uber, Amazon, Google, Oriental
rand, Hoshino Resourt, Apple…

47. Finding the Contradiction
Safety HighLow
ProductivityLowHigh

48. Transcending the Contradiction
Safety HighLow
ProductivityLowHigh
White space

49. イサドア・シャープ
Cozy HighLow
FunctionLowHigh
Four Seasons
First Motel

50. Imagination based Innovation
• Starting from WHY
• Making vision and imagine future life
style you will be creating
• Core approach: Backcasting

51. Backcasting: Thinking from the Future
Backcasting
Current Stage
Forecasting
Ideal Future
Expected Future

53. The Words of Alan Kay
The best way to predict the
future is to invent it.

54. • The founding father of Personal Computers
• The Diagram shows how he envisioned the
future of PC in 1972

55. Ideal future
Probable future
A Personal Computer for
Childrenof All Ages.

56. The case of Sony
• Envisioned a future where radio
becomes portable

57. Applied to One’s Career Plan…
Predictive Thinking
Currentskills and
resources
Currentskills ＋α
CurrentResources＋α
What he/she is likely to become

58. Self-Career Examination
through Backcasting
Required Skills and
Resources
（necessarilyskills）－（currentskills）
＝ skills that need to be acquiredor obtained
When thinking about skills
that is needed, it must not
presupposeits current skills.
Do not base your thinking on
uncertain matters.
Currentskills and
resources

59. General Framework of Backcasting
② Current and the Past
Finding its Identity
Confirming its Mission
② Predictive Future
PEST Analysis and Future
Scenarios
① Ideal Future
Constructing Vision and
Concepts
③ Finding
Gaps and
Solutions
Implementing
Visions into
Action Plans
④ Back Calculation
Non-linear Program
OrganizationalLearning
Prototyping

60. Backcasting is the Creation of ‘Exit’
(Exit Strategy)
• Backcasting has a policy implication on
Japan’s Product and Research Development
that contains no exit strategy
• Optimal route is easily envisioned from the
exit

61. Backcasting is
Vision Making
• Where there is vision, there is evolution
• Vision attracts people

62. Backcasting is
Idea Making
• Different scenery lies at the top of the
mountain
• You can also find a new route that is left
untouched
• You can also discover new resources

63. Backcasting is
Story Making
• Offer experience by making a story
• Make a story that differentiates from
competitors

64. Kamiyama Town,
Tokushima Prefecture

65. Backcasting case of Kamiyama Town
② Current Situation
① Ideal Future
④ Solution
③ Gap

66. Example: Establishing ‘Regional
Cooperation System’
Existing discussion may include:
○Increase in the excess burden if the system is introduced
○Bad reputationprohibitsregionalcooperationbetween for example, hospitals
○Reluctanceto change the existing system
○The belief that the new system will not make a difference prohibitsthe new

67. Backcasting example for Regional
Cooperation
② Current Situation
① Ideal Future
④ Solution
③ Gap

68. How Backcasting Flows
1. Envision your ideal future
2. Acknowledge your present situation
and predict the future
3. Find the gap
4. Prioritize and find a solution

69. Why do we need to build future visions?
• The foundation of futuristic thinking is
to build on ‘future visions’
• Vision is a definition that answers the
following question; ‘what are we
going to create?’

70. Vision is Free!!
• Good vision attracts
- myself (motivation)
- members (team building)
- customers (marketing & branding)
- idea (back casting)
- stakeholders (alliance strategy)
- investment (get money!)

71. One example of envisioning
Future Homes

72. Future Homes

73. The Future of ‘Living’
• Living together with someone
• Living in two places
• Living in places outside of homes
Thinking in terms of:
‘noun’ –makes us think about its function
‘verb’ –makes us think about its experience
(or lifestyle)

74. Dialogue about the future with people at
present:
Thinking about the ‘verbs’ used to describe
‘living’
• living
• working
• playing
• curing
• buying
• being cared
• moving
• raising
• learning
• healing
• connecting
• dying
• sleeping
• loving
• supporting
• helping
• eating
• making
• earning
• talking
• listening
• leaving
• drinking
• riding etc.

75. Thinking using ‘verbs’
• Helps to image the ‘subject’
It helps to envision the ideal future in detail
It can help imagine the future persona, and
think about the ideal lifestyle per persona.
• It connects to envisioning the ‘lifestyle’
• Thinking in ‘verbs’ serves as the last frontier

76. Group Visioning

78. Creating Future Life Style Verb
Common Practices
Uncommon Practices
Future Trend
( Society, Technology, Value)
Future Life style

79. Creating Future Life Style Verb
Common Practices
-Agriculture is labor intensive
-Agriculture is unfashionable
Uncommon Practices
Future Trend
( Society, Technology, Value)
Future Life style

80. Creating Future Life Style Verb
Common Practices
-Agriculture is labor intensive
-Agriculture is unfashionable
Uncommon Practices
-Agriculture is creative cluster
-Agriculture is fashionable
Future Trend
( Society, Technology, Value)
-back to nature movement
Future Life style

81. Creating Future Life Style Verb Growing
Common Practices
-Agriculture is labor intensive
-Agriculture is unfashionable
Uncommon Practices
-Agriculture is creative cluster
-Agriculture is fashionable
Future Trend
( Society, Technology, Value)
-back to nature movement
Future Life style
Farmer is Future creater,
Fashionable…
You can show your image
graphically