Yoichiro Igarashi

Learning methodology of innovation architecture using case example of development of contactless palm vein pattern biometric authentication technology

The learning methodology for technology roadmapping (TRM) described in this paper comes out of the work of a Japan Techno-Economics Society group. A practical example of TRM is the innovation architecture (IA) proposed by H. Tschirkys group at ETH Zurich. A contrasting approach for an IA is to require engineers to learn the theoretical background before they customize the IA for particular applications. The IA users would have to make great efforts to interpret IA theory for their daily tasks, described in the language of their professions. The approach to designing a learning methodology in this paper is to build an IA using a case study. Using the case study, engineers are able to learn how to develop the IA by assuming the roles of project members. The paper covers the implementation of the methodology by describing how an IA is built using a case study on the development of a biometric authentication technology (released by Fujitsu Laboratories Ltd. in 2003). By using the methodology to follow the case example, an R&D organization was able to gain experience with the IA (TRM) and learn how to use it efficiently.

A challenge for service concept modeling by the Innovation Support Technology (IST)

Since autumn 2002, we have started a study group on Business Modeling at JATES (Japan Techno-Economics Society). The research of this study group is presently continued a study on the Innovation Support Technology (IST) which consists of a Business Modeling method, a strategic road mapping method and an Innovation Architecture (IA) method. These research activities have been reported in past PICMET conferences. Based on the previously proposed IST, the present paper discusses a framework that focuses on the development of service innovations: it describes a modeling method to systematically develop service business models and aims at providing engineers and researchers with a solid tool for new service developments.

Synchronization process of R&D and product plan: Analysis with case example of mobile phone development by technology roadmapping tool

This paper discusses processes in technology management that coordinate progress workflows conducted on different timescales and with different requirements, particularly for fundamental research and development (R&D) and product planning. Strategies to survive the turbulent market of the information and communication technology (ICT) industry are becoming more challenging than ever. To address this situation, this paper discusses a solution mechanism based on the previously proposed “synchronization process (SP)” reference model, which defines a set of knowledge and decisions in each department from the perspective of top executives. This paper reveals how the SP operates from the perspective of R&D teams and their knowledge. A technology roadmapping (TRM) tool is introduced as an analysis tool, and it is applied to two case themes from the development history of mobile phones at Fujitsu. The highlights in the findings are that the competitive technologies for long-life products survive because they are based on the virtual (implicit) requests originating from both parties: business units and R&D teams, and such requests lead to the formation of “virtual teams” in the official project. These teams operate even if the formation is incomplete.

ADR Processes for Creating Strategic Networks for Social Issues: Dementia Projects

We present action-development-relationship (ADR) processes as a social innovation design methodology for creating strategic partnerships and networks. We describe our dementia project in relation to four practical cases: “Run Tomorrow,” “Futures,” “the Fujinomiya Project,” and “Words for a Journey.” These all consist of a series of ADR processes. We discuss how a series of ADR processes is suitable for addressing the ambiguous circumstances that make up social issues and the ways in which it is able to promote mutual understanding among multiple stakeholders.