Our PhilosophyJIN’s Approach to Innovation
At the Frontier HR Research Committee, established by the Ministry of Economy, Trade, and Industry (METI) in 2011, we conducted research on the best innovation practices in Western industries, governments, and academia and proposed the diversion of the current management approach of Japanese enterprises to innovation management. In 2013, the committee concluded that the double-decker management system is essential to innovation management in pursuing the duality of efficiency and creativity. This is similar to the concept of ambidextrous management.
With high acclaim for the report and growing expectations, Japan Innovation Network (JIN) was founded by former members of the committee in July 2013 to conduct practical activities with enterprises, collaborate with governments, international organizations, as well as innovation hubs across the world.
*The committee was chaired by Kunitake Ando, former president of Sony Corporation and current Chairman of the University of Nagano.
At the Frontier HR Research Committee, established by the Ministry of Economy, Trade, and Industry (METI) in 2011, we conducted research on the best innovation practices in Western industries, governments, and academia and proposed the diversion of the current management approach of Japanese enterprises to innovation management. In 2013, the committee concluded that the double-decker management system is essential to innovation management in pursuing the duality of efficiency and creativity. This is similar to the concept of ambidextrous management.
With high acclaim for the report and growing expectations, Japan Innovation Network (JIN) was founded by former members of the committee in July 2013 to conduct practical activities with enterprises, collaborate with governments, international organizations, as well as innovation hubs across the world.
*The committee was chaired by Kunitake Ando, former president of Sony Corporation and current Chairman of the University of Nagano.
Innovation Challenges
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As the foundational activities settle down, all business activities become routinized. An OS (operating system) for expanding the current business will be structured, and the execution of the prearranged plan becomes the principal activity of the organization. Therefore, innovation activities centered around exploration of new business opportunities, products, and services become inevitably more difficult. |
Challenge and Causes
Small group activities vs. large group activitiesThinking of innovation as an activity of a few departments or individuals within an organization, and not recognizing it as an organizational activity performed by many employees and across departments. |
Invention vs. InnovationThinking that invention (technological/product/service development) and innovation (value creation) are the same. Working systematically on invention but uninformed about how to innovate by leveraging international-level methodologies. |
Linear work vs. non-linear workA corporate management system (OS) prioritizes the linear execution of daily operations and inhibits non-linear innovation activities that are based on trial and error. |
Innovation vs. HypocritesThe hypocrites who value the status quo and conventional approach unknowingly destroy new ideas and attempts. |
JIN’s Double-Decker Innovation Management
Aside from the development of existing businesses, constructing a new in-house IMS dedicated to innovation activities and setting up a new growth engine are indispensable in carrying out sustainable innovation activities in an organization. This is known as the Double-Decker Innovation Management.
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What is ISO 56002 (Innovation Management System/IMS)?
The inability of existing organizations to innovate is not unique to Japanese companies; it is a global issue. In 2019, ISO 56002, the backbone of the ISO 56000 series, and the international standard for Innovation Management Systems was published for the first time in industrial history. As a national institution representing Japan at ISO TC 279, we have consistently been involved in the development of standards, international negotiations, and the operation of domestic deliberative committees. We strive for the correct dissemination of IMS as the scheme owner of the ISO 56000 series. The inability of existing organizations to innovate is not unique to Japanese companies; it is a global issue. In 2019, ISO 56002, the backbone of the ISO 56000 series, and the international standard for Innovation Management Systems was published for the first time in industrial history. As a national institution representing Japan at ISO TC 279, we have consistently been involved in the development of standards, international negotiations, and the operation of domestic deliberative committees. We strive for the correct dissemination of IMS as the scheme owner of the ISO 56000 series. |
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