Table of contents

• 1. Who is CEO Seiko Kitase?
  • ・A career that has kept me looking for new things
  • ・Work philosophy is "Stay Positive"
• 2. About DX
  • ・"DX" is not "digitalization". Fundamentally changing corporate activities.
  • ・"DX" has a lot of room to grow. We want to realize a world where digital twins are commonplace.
  • ・The key to successful DX is “commitment from the top”
  • ・Learning can only occur through serious challenges.
• 3. About philosophy, values, and culture
  • ・BIRD INITIATIVE's "Philosophy"
  • ・“Value to provide” and “Value to cherish”
  • ・BIRD INITIATIVE's corporate culture
• 4. About the future of BIRD INITIATIVE
  • ・What kind of person is suitable for a new business?
  • ・Creating a place as a launch pad for flying faster and farther
  • ・I want to work with people who want to provide value to society and grow.
  • ・Continue chasing new things
  • ・BIRD INITIATIVE career path

1. Who is CEO Seiko Kitase?

・A career that has kept me looking for new things

Saito: My name is Saito and I joined BIRD INITIATIVE (hereinafter referred to as BIRD) this fiscal year (2021). I would like to be involved in the core part of research and development.

[Atsumi Saito Profile]
Majored in nuclear physics at Tokyo Institute of Technology. During a joint experiment in a large accelerator, he met Mr. Kisamori, a founding member of BIRD. I decided to join the company because I wanted to use my research experience to solve various social issues.

Saito: First, please tell us about your career, Mr. Kitase.

Kitase: I joined NEC in 1993 and started my career in sales. My job was to create new technology and commercialize it together with the university, so I had been doing something since I was a new graduate that led to BIRD's current activities. When I joined the company, it was in the red in the billions, but we managed to get it back into the black, and after that, I was also in charge of elementary and junior high schools. I was also involved in policy relations activities that led to the GIGA school concept currently being promoted by the Ministry of Education, Culture, Sports, Science and Technology.

Kitase: After that activity, I transferred to NEC's corporate new business development department and became a leader in new business development, which is difficult in the field. In addition to new business development, we comprehensively worked on organizational development and human resource development and changed NEC's systems to create an environment that facilitates the creation of new businesses. Next, I felt that I wanted to do something that NEC could not do on its own, so I took on the position of president of BIRD.

Saito: It seems like you're always looking for new things.

Kitase: Yes! People often ask me, ``Why are you so motivated, Kitase-san?'' But in the end, it's because I like him. I like new things and things, and I also like meeting new people. I like going to new places, and I just like new things.

Saito: I'm sure there are many difficulties in starting a new business, but what challenges did you face?

Kitase: New businesses are constantly trying new things, so troubles are bound to occur. One thing that sticks in my memory is when a major university's core system was shut down for two months. I was the one who caused it. I was really busy at the time and had been working for several months with an average sleep of about 2 hours, but I just couldn't get around to it and was delayed in arranging the test environment. The schedule progressed without being able to conduct the test, which caused a big problem. Both SE and I were placed under house arrest. At that time, I learned from my superiors how to troubleshoot in the field, which I still use today. That experience has led to my approach to taking risks.

・Work philosophy is "Stay Positive"

Saito: Normal people would be disappointed, but it's positive to be able to think, ``There's nothing more difficult than this,'' and try something else.

Kitase: My work philosophy is "Stay Positive, Work Simple." By the way, before that, it was ``Let's walk with our heads up''. The background to this was that my boss when I was younger was a very troublesome person. I felt I didn't want to be that kind of boss because I was confused, and when there was a problem, I would blame others, and I was looking down on myself. So, instead of looking down, look up. Things can be viewed from two angles, whether the glass is half full or only half full, but if you look at it positively, you'll feel better.

Saito: As I conduct research, I also feel that philosophy is important for maintaining motivation. What other aspects did you struggle with?

Kitase: We were able to establish a start-up as a carve-out with technology right in the middle of NEC. Normally, a carve-out involves selling technology that is not part of our core business to an outside company, but we decided to carve out the technology and top researchers at NEC at the time. A tough dialogue ensued with top management, asking questions such as ``Why are you taking NEC's tiger cub technology out of NEC?'' and ``Are you planning to send top employees out of NEC?'' However, we continued to discuss, ``This project is a big opportunity. Should we take on the challenge of making it a success, or should we stick to the current rules and miss this opportunity?'' and the path to changing NEC's rules and taking on the challenge opened up.

Kitase: As results such as AI drug discovery begin to emerge, I feel like we are getting more feedback from our customers, such as saying, ``NEC has changed.''

2. About DX

・"DX" is not "digitalization". Fundamentally changing corporate activities.

Saito: Thank you. Next, let's talk about ``DX,'' which is also the theme of BIRD. What do you think about the current situation and challenges of DX in Japan?

Kitase: What the coronavirus has clearly shown us is that we are far behind in our understanding of digital technology. The worldview and the curse of thinking that only humans can do, such as ``What are you talking about when computers teach people?'' still persist.
The word "DX" is currently popular, but especially in Japan, "DX" and "digitization" are often used interchangeably.

Kitase: Digitization is supposed to make things easier, but in many workplaces in Japan, it often ends up making things more troublesome. The risks have certainly decreased, but the benefits have decreased even more. As a result, the number of processes increases and the work time becomes longer.

Kitase: Originally, "DX" does not mean "digitization," but rather fundamentally changing the corporate activities of our customers. For example, "DX" means reducing processes, going beyond physical distances that could not be reached in a short time, and transforming things. However, there are very few things that go that far. In terms of Japanese thinking, I feel that there are still many customs such as ``Let's do what can be done by people,'' and ``It's been done by people until now, so it's fine to just do it by people.'' I don't think there are many people who think, ``Let's leave things to AI that AI can do, and leave things to humans that only humans can do.''

・"DX" has a lot of room to grow. We want to realize a world where digital twins are commonplace.

Saito: I feel like we're too fixated on "digitization" and aren't focusing on what we want to solve or overcome in the first place.

Kitase: Yes, so there is a lot of room for growth. There is still much we can do.
In terms of BIRD's business, we have a product called "assimee" and a business that realizes DX using automatic negotiation technology.

Kitase: Assimee's business vision is to realize a world where digital twins are commonplace. The idea behind digital twins is to transfer the real world to cyberspace, perform simulation planning in advance in cyberspace, and return the optimized results to the real world. In the energy world (industry), this has already become commonplace. However, in the world of manufacturing, for example, this is still rare. Until now, digital twins have been based on the concept of going from real to cyber and returning from cyber to real, with the real being the starting point, but from now on, we will create and optimize the design that should be on cyber and the world view that we want to realize. The starting point, which is to transfer what has been created into reality, is being turned upside down.
This is where ``assimee,'' which BIRD is currently working on, can contribute.

Kitase: In the automatic negotiation business, we receive and place orders regularly, and we will automate areas where decision-making can be standardized to a certain extent, in the future, as the level increases, we will be able to perform negotiations that are performed by humans. I want to get to that point. Companies are starting to take on the challenge in the United States, so Japan can't afford to lose out.

Saito: What are some examples and strengths of BIRD?

Kitase: Demonstration results have been achieved in the semiconductor wafer industry, automobile industry, and logistics industry. The fundamental value of "assimee" is to eliminate process bottlenecks, so it can be applied to any industry.
For example, in the process where three people are usually organizing things in a warehouse, suddenly one person takes a day off and there are only two people left, and we have to figure out the most efficient way to organize the work for that day. "assimee" will give you the answers and increase your productivity. Another great strength is that we can use simulation technology to provide suggestions that contribute to management from a small amount of data.

Kitase: Among the projects that automatic negotiation is aiming for, Wakkanai City has selected it as a demonstration project in which drones play an active role, and examples include drone delivery of medicines.

・The key to successful DX is “commitment from the top”

Saito: What are the key points of DX that produces really good results?

Kitase: The essence of DX is to change traditional ways of working and management. Where we are successful, there is a commitment from the top. After all, only the top can change a company. Many people simply hate change, don't they? If we are aiming for DX, it will not be possible to change unless the top management commits to change.

Saito: Things won't go well unless top management has the courage and determination to make changes.

Kitase: Yes. Rather than suddenly finding the correct answer, we need to experiment. Once you have established a goal to move towards, you will move towards it through various trial and error steps. It is important to have a culture of trial and error and to have a system and cash to carry it out. Without them, DX will not be successful.

・Learning can only occur through serious challenges.

Saito: Are there any specific examples of mechanisms that are important during experiments?

Kitase: Many Japanese people have a fear of failure. They don't want to fail because they feel that ``failure is a shame.'' But there are many things you won't know until you try. We need to be able to properly try things out.

Saito: Rather than being scolded or told that you can't do something if you fail, the key point is to create a culture and evaluation system that encourages you to fail and be told that you're glad you learned something like this. is not it.

Kitase: Yes! A surprising number of companies say, ``I can't spend money on something I don't know whether it will be successful.'' If you only spend money on things that will succeed, you won't be able to move. You won't know until you try, so experiment.
However, I don't want to take on a challenge that is bound to fail. We respect and value taking on challenges to achieve success. There is a lot to learn when you aim for success but end up failing. If you take on challenges with failure in mind, you'll end up practicing, and you won't learn much. You can learn a lot by fighting seriously and taking on challenges.

3. About philosophy, values, and culture

・BIRD INITIATIVE's "Philosophy"

Saito: Please tell us about BIRD's philosophy.

Kitase: Our slogans are ``break out of our shell and achieve innovation through R&D as quickly as possible'' and ``solve social issues and accelerate the growth of individuals, organizations, and society.''
I put a lot of thought into creating this philosophy.
The founding members spent several months thinking about why we wanted to create a company called BIRD and what we wanted to do. I identified keywords in Japanese and wrote them down, then translated them into English, then Japanese, and then brushed up on them, repeating this process over and over again.

Kitase: I put a lot of thought into choosing the word "philosophy."
There is a term called mission/vision for a similar purpose. Japanese people tend to be so eager to convey the message correctly that they focus more on defining the words, such as what a mission actually is or what a vision is. As a result of concentrating on what I wanted to say without being confused by the definition of the word, BIRD decided to call it ``Philosophy''. The word "philosophy" itself has a soul.

Saito: Please tell us the thoughts behind each word.

Kitase: First of all, ``breaking out of your shell'' doesn't mean that you can't do it because there are customs and regulations, but if you have something you want to accomplish, you should break through. The idea is that it's okay to change. I use this word because I believe that even if there are biases or limitations to what you want to achieve, you can break through it, break out of your shell, and make it happen.

Kitase: Next is the part about “achieving innovation from R&D as quickly as possible.”
Many Japanese companies that have research functions are struggling because their research results are not turning into business. There is a line drawn between the research side and the business side, and it can be difficult for researchers who want to do business to participate in the project. We want to break through this by "achieving innovation from R&D as quickly as possible." If it's "the best" then a large company might be better. However, being the "fastest" is quite difficult, so I tried to do it. One of the things I'm particular about is being the fastest.

Saito: It's true that in large companies, monetization has to be thought of by the business side, not the researchers, or only the seeds are developed and the rest is handed over to the business division, but BIRD is a company that is responsible for R&D. The fact that humans can be involved from the core to monetization is certainly very attractive. And I think it's the fastest.

Kitase: There are a lot of smart people in the world, so I think there are probably people around the world who are taking on the challenges we're thinking about. That's why you can't survive unless you release your product to the world as soon as possible and continually improve it by receiving feedback from the market and customers. In any case, I would like to focus on getting things out as soon as possible and getting closer to the business while being trained by the market and customers.

Kitase: When I say "solve social issues," I'm not trying to be nice, but if I don't get involved, I won't be able to survive. If all you wanted to do was make money, there might be a more fun way to make money. But I don't have to do that at BIRD, as long as I'm the representative.

Kitase: Furthermore, I would like to place importance on "growth."

Kitase: Individual growth, organizational growth, and society growth. When I say growth, I don't just mean economic growth; I want to aim for growth that will make you feel like you've grown when you look back, for example, one year from now.

・“Value to provide” and “Value to cherish”

Kitase: Philosophy consists of two parts: "value to provide" and "value to cherish."

Kitase: The value we provide refers to value to customers and society.
The R&D ecosystem embodies the will to raise the level of Japan's overall R&D environment. For example, as a result of the coronavirus pandemic, distributed R&D has progressed across Japan. We will continue to aim to improve the R&D environment and build an ecosystem that increases ROI.

Kitase: The values ​​we value are the values ​​we want to share with the people we work with.
Trying to solve social issues and do something that has an impact on society. If it doesn't have an impact at the planning stage, you might not need to put in the effort. If you don't have a big idea at the beginning, the finished product will be very small, which is why we value the perspective of impact.
We also value "simpleness'' to realize it as quickly as possible.
Complex things take time. Many people do not sympathize with the fact that it is not simple.
The simpler it is, the more people can quickly communicate their concerns to as many people as possible, resulting in lower communication costs. So I want to keep it simple.

Saito: There are similarities with impact. When I say something simple and amazing, there's something about it that hits home.

Kitase: I also gave a lot of thought to the phrase, "Simplicity makes you flexible, fast, and strong.'' The world is changing very quickly, isn't it? If it were just strong, it would snap and snap when a strong wind blew. If you're flexible, you can parry it and come back. These words express my desire to be flexible and not give in to the changes and unreasonableness of the world.

Kitase: 「Challenge Each Other」 caused a tremendous uproar. This word means "let's help each other improve," and instead of the word "engagement," we intentionally made it more challenging. It means that we want to have the strength to stimulate each other and build each other up, as much as to fight and sometimes to stab each other.

Saito: I would like to create an environment or atmosphere where people can say what they think straight and clearly without putting too much effort into it.

Kitase: Yes. In a sense, it may be a harsh world that is looking for strong people. There are many valuable people in this world, and we are competing with them, so we have to say what we need to say because we are serious. Everyone works hard and grows. To do that, you have to be open.
If you hear something being said behind your back, you'll be suspicious, right? If you are told straight away when you are full of doubts, it will only be painful. That's why I think it's healthy to be open about what you're thinking and let them know that you think that way, and it gives them a sense of security that they're genuinely thinking about your growth.

Saito: I'll try not to get too discouraged even if something painful is said to me from now on (lol)

Kitase: Since a new business is new, there are many things I don't know. That's why you make mistakes and fail. I don't get angry when I try to succeed and fail. However, making the same mistakes over and over again is not simple and will slow you down, so I would like you to learn from it.

Saito: There are many things that even Mr. Kitase doesn't understand.

Kitase: Of course there are many. When I was young, I never imagined that I would be able to continue learning even at this age (lol)

Saito: I worked on a new business in college, but it failed, and just hearing about new business makes me feel difficult and impossible, but I was relieved to learn that there are many things that even Mr. Kitase doesn't understand. did. It's great that it's okay to fail, and I think it's easy to work in an open environment.

・BIRD INITIATIVE's corporate culture

Saito: What kind of corporate culture and BIRD style are you planning to create in the future?

Kitase: If we don't forget to be open, fair, and respect others, we can grow.
As part of our open system, we can see all the money spent by our employees, including myself. Our basic policy is to spend the money you need fairly and honestly, and not to spend money that you cannot use fairly. By making things open, governance naturally becomes effective.

Kitase: In terms of fairness, for example, if someone who is demonstrating their ability is seen as being favored because they talk a lot with their superiors, wouldn't it be a loss for both parties?
I don't like it myself, and I don't like my superiors who think that way. It also feels strange to keep giving the same opportunities to those who made the effort to seize them and those who did not. That's why I think fairness is so important. I would like to value fairness, which is not just equality, but fairness. I believe that a healthy sense of indulgence is necessary.

Saito: You can work comfortably without any negative feelings.

Kitase: And respect the other person. BIRD brings together people with various careers, which in itself is a great asset.
When you look at one thing, for example, this bird (goods in a conference room), the way you see it from here and the way you see it from here are different, right?

Kitase: I believe that being able to look at things from multiple angles leads to finding essential value, which leads to a better business. I would be happy if I could develop a business that respects the fact that I have a variety of experiences and makes use of them.
That's why I make things like torisetsu (self-introduction slides). We value everyone's self-introduction profiles very much, as we want to understand the person's experiences and personality.

Kitase's "Torisetsu" (self-introduction slide)

Saito: I see, this is my first time writing a self-introduction slide like this, and I've never done it even when I was in college.

Kitase: I don't remember the opinions of people who don't even know who the other person is (lol)

Saito: That's right. I don't remember it, and I might not feel like listening to it properly.

Kitase: You can understand what the person is saying and what they mean when they say, ``I'm saying this because I have a career like that.'' That's why I place great importance on self-introduction.

Saito: It's easier to do things or talk to someone because you simply become interested in them. I'm really grateful that I get to know more about his personality because I'm working remotely.

4. About the future of BIRD INITIATIVE

・What kind of person is suitable for a new business?

Saito: There are people with various backgrounds, but is there anything that you consistently think is the best type of person among them?

Kitase: First of all, I want them to have a sense of ownership.
When something fails or doesn't go well, people who blame others by saying, ``It's not my fault, that person's fault,'' or ``The environment is bad,'' are not suitable for starting a new business. Thinking about what you can do to make yourself better becomes more serious and leads to action. If you think it's not your responsibility, you won't think about it properly.

Saito: You stop thinking at that point. Maybe it was bad luck this time, or maybe it wasn't possible because the environment was like this. From there, you can think about what to do next.

Kitase: New businesses carry risks to customers.
If the person trying to deliver new business doesn't feel responsible, I think it would be rude to involve the customer. We are looking for people who seriously want to succeed and who can work on their own.
And keep learning. It's difficult to keep learning. It's hard to take action, you have to maintain good mental and physical health, and thinking about it all the time is an even higher hurdle. This kind of toughness is necessary.

Kitase: I want them to have an overwhelming sense of ownership, I want them to keep learning, and I want them to be tough.

・Creating a place as a launch pad for flying faster and farther

Saito: What is the vision you want to achieve as BIRD?

Kitase: I want BIRD to become a launching pad where researchers who want to start businesses and students who want to start startups in the future can gather and take advantage of BIRD's structure and relationships to fly further. Masu. I call it a launch pad, but if you fly from a high place, you can fly far, but if you fly from a low place, you can only fly a short distance. I want to make this a place where people who want to start a business can continue to improve the launch pad system so that they can fly faster and farther.

Saito: Everyone calls me "KOTORI," but what made you decide to spin off or spin out a new business to let it go on its way?

Kitase: BIRD is a company that also does research and development. If they continue to take charge of the business, they may come into competition with the shareholders of the operating company. Therefore, once the project reaches the full-scale business phase, it will be sold to BIRD's shareholders or it will be turned into a startup and grown together with the shareholders. Therefore, we do not want to compete with the shareholders of operating companies, and we want them to entrust their research themes with peace of mind.

Kitase: Furthermore, we would like many people to have management experience. For seniors, many companies require retirement, but if you are the president, you can eliminate the retirement age. I also want to create a world where people can create their paths in life. So I think it's not just young people.

Saito: From now on, there is a possibility that a startup with an old man at the top will be created.

Kitase: It might be possible.
Emphasis is placed on working age, not actual age. If we can use the BIRD system and find that it works, we would like to work with them.

Saito: Why do you want me to have management experience?

Kitase: When you work at a large company, it's natural to get paid, and you don't have to worry about whether you'll get paid next month.
But in reality, paying all employees in cash is a huge pressure. You won't really feel it until you step into the position of a manager. Furthermore, managers are ultimately responsible, so they have to make decisions. In addition to making good decisions, you also have to make tough decisions. I think it will be a valuable experience.

Kitase: In my future career, rather than using the name of the company I worked for as a signboard, I will focus more on the experiences I have had. Having experience as a manager is a valuable experience that will improve your career.
I have also created various new businesses and companies, but BIRD was the first time I became a president. I guess he felt more pressure than he imagined.
When we first started the company, there was a time when we were so conscious of our shareholders that we prioritized securing the profits promised to them. However, if you prioritize profits, you will not be able to take on challenges. You may be able to make the most profit by not spending money. Many new businesses fail, so you run out of money. That's why I can't move.

Kitase: Members pointed out to me, ``If we were to focus on profits, was that what BIRD wanted to do in the first place? No, that's not true,'' and I explained to customers that BIRD is this kind of company. As I was doing this, I suddenly looked back and noticed something.
There was work to be done, and as a result, we were able to return to our original position of being valued by customers, earning income, and moving on to the next challenge. I myself didn't think that would happen. After all, this is a pressure that you can only understand if you experience it.
I'm grateful for the culture in which members ask, "Is that okay?"

Saito: It's great to be able to listen to that and correct your course.

・I want to work with people who want to provide value to society and grow.

Saito: What kind of people do you want to work with in the future, including partners and employees?

Kitase: One thing is to find someone who sympathizes with you, including your philosophy and important values.
Customers, partners, and employees all bear the risk with their thoughts. I want everyone to take on the challenge with a sense of ownership. I also want to work with people who wish for the growth of individuals, organizations, and society.

Saito: People who don't have the attitude of giving their all to BIRD, but want to do new things together, and people who are not just pursuing profits, but are seeking something of social value.

Kitase: I don't want it to be just a matter of making money. That kind of business is not a good fit for BIRD.

・Continue chasing new things

Saito: What is your future vision and what do you want to do?

Kitase: I want to share the experience I have with as many people as possible, and I like new things both in my work and private life, so I think I'll probably continue to pursue new things.
After I retire, I envision initiatives that will transfer the systems of the IT and startup world to other industries!

Saito: What do you do in your private life?

Kitase: I don't have much personal time now, but I have always liked reading books. I also like novels, business books, and manga. I was reading a web manga on the train this morning, and there were so many scenes that made me cry that I couldn't help but burst into tears on the train (lol)

Kitase: I also had an encounter with a novel that changed my life at work.
I was originally a researcher, but when I joined NEC, I was assigned to sales, and I was frustrated with no results. There was a time when I put the blame on others, thinking, ``It's not my fault, it's the executives who put me in sales.'' At that time, a friend told me, ``Why don't you read this novel?'' and I read a certain novel. I did.
That's when I realized that in the end, I was the one who said yes. If it's a job you don't want to do, you should be able to say no, but if you're forced to do something you don't want to do, you should just quit. In the end, I was the one who decided to do it. When I thought about it, there was no need to make excuses.
After that, I started to really like novels. I think this is also connected to the "Stay Positive" philosophy.

Saito: What are your hobbies?

Kitase: He had many hobbies. Fishing, karate, swimming, manga, golf, biking, going to the circuit, etc. I still like manga and watching motor sports.

・BIRD INITIATIVE career path

Kitase: Mr. Saito, please tell us about your feelings since joining BIRD.

Saito: There are a lot of people who have joined the program and have various experiences, so I find it educational and interesting. Everyone is so kind, and I don't think many people feel uncomfortable talking to them. My friends are also making progress.

Kitase: You recently introduced me to an engineer.

Kitase: In your corporate career, you probably only have the experience of starting a company once. It's an opportunity to gain a lot of experience, and if you come across a business that you want to dedicate your life to, you can open up a path to making a living at that company as its manager, with BIRD.

Kitase: I think about it the most when I go from zero to one. You have to think seriously about why you want to start a company in the first place and what you want to accomplish, so the experience of starting a company like that is also valuable.

Saito: There's not only a career path where you go out as "KOTORI" as a launching pad but there's also a career path where you continue to put out "KOTORI".

Kitase: There are things we can do because we are a large company and a company with a long history. There is also a career path in which employees are seconded by shareholder companies and are asked to return to the company after gaining valuable experience. As for the composition of the members, I would like to have half of them seconded by shareholders and half of them regular employees. There are still a few qualified people, so we are looking for people to praise us!

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