Vol.5 No.1 2012
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Report : Synthesiology through knowledge integration to innovation−68−Synthesiology - English edition Vol.5 No.1 (2012) innovative concept from which the technology is induced or exisiting technologies are gathering.Then, there is a “business concept / design driven innovation” style. Shifting from the age when manufactured articles equaled commercial products, now is the age where software and useware come into hardware. The iPod promotes the innovative formation of new value along with the service called the iTunes store. I have stated that while Walkman is a player, iPod is a fusion of the media, player, and storage, and moreover, it is a complex value form joined with the service called the iTunes store. All the business models are moving in this direction. The value formation by the synergetic hierarchization of the product and service is innovation of the product and business model or architecture.Up to the 20th century, something could be produced by doing a survey and studying the needs. Some people translate “needs” as “wants” or “requests,” but people like me and those in marketing translate the term as “shortage,” “absence,” or “deficiency.” It is no longer an age where the subject of the survey is to fill in the deficiency. In the age where multiple, vertically-integrated companies could work hard and succeed by independence and doing everything by themselves, technology was linked directly to innovation. However, such methodology is not valid today, in the age of “innovation by internationally inclined division of labor” through the development of business models and intellectual property management, as well as standardization in a wide sense. Like in the age when the company became a leader if it was technologically excellent, will business excel if technology excels now? In the age of G7, the market was composed of advanced countries with a billion people. In the age of G20 plus, we must face the world of over 4 billion people. In such a world, the technology changes completely according to product architecture, business model, and industrial ecosystems. This may be like picking a fight with those of you working on technological policy. In fact, I am picking a fight. I think people should turn their eyes to the new cardinal rule of industry, that once the industrial ecosystem is made, one will not be able to survive even if excellent elemental technology is developed.Here is the conclusion. The R&D policy that assumes technological excellence equals industrial excellence is no longer valid. Or, the policy that merely assumes that all industrial competitiveness originates from technology is no longer valid. These are the basic models when the concept of intellectual property nation was established in 2002. Of course, it is the main road and so it is important, but we must see the reality that the innovations of the world are moving along the road of business domination. We must think that each wheel is important. How would synthesiology change the world in what ways? What kind of discussions should we engage in? I think those are the things we must seek. At any ideologically. In doing so, it is extremely important to combine the two models. In a company, it is essential to internalize the Christensen-style innovation dilemma within a company. In Canon’s research center, they engage in research to crush Canon itself, and at Toyota’s research center, they do research to beat Toyota itself. Unless they do that, the companies will be crushed by external innovation. If the companies do not want to be crushed by innovation, there is no other way but to engage in self-innovation. We have entered such a world.Then how can synthesiology support innovation? Before going into that, I would like to check two points. First, innovation is not invention itself. I do not understand the phrase “innovation of science and technology.” That is because something that just newly creates some social value is not an innovation unless it is diffused and becomes rooted in society. If something merely creates technological value, then it is an invention. That is one of the issues that I shall raise. Second, even if the current model is improved or refined, it will not become an innovation. It is necessary to separate the improvement of the existing model and the innovation that is the creation of the new model. Even if the record technology is advanced, it will not surpass the CD, and even if the CD technology is advanced as far as possible, ultimately the world of iPod will take over. In this case, how do we create, diffuse, and make the new value adhere? I think synthesizing is one of the methodologies in the sense of “integration” or “synthesis,” along with creation, generation, and producing. But is this all?Finally, I shall discuss “how knowledge creation and restructuring contribute in converting the social values and strengthening the industrial competitiveness.”The methodology of innovation includes the “technological driven innovation” type on which the JSSPRM places emphasis, but there is also the “business driven innovation” type where a business concept or a value design is the starting point and the technology is utilized by the initiative of the design or the concept. It can be concept driven or design driven. For example, “iPod” is an example that started from product planning that creates new social values. The “Asahiyama Zoo” is an example of starting from the concepts or meaning and then changing the thing and action. The popularity of the zoo increased because it shifted from the concept of “exhibit of animal form/ outlook” to the “exhibit of animal behavior,” and the design of the zoo was changed entirely. Design driven includes the “smart design” where the border between the every day and the extraordinary is crossed, for example, using sundry goods as emergency items. I am currently starting that movement with business companies. I call this “the shift from ‘or’ relation to ‘and’ relation.” There are also concepts of universal design and eco design, but these are also styles where the starting point is an

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