Seminar by Mr. Toshio Kimura, Senior Consultant at Japan Productivity Center Consulting, on "Three Approaches to Transform R&D Organizations" to be Held on August 28, 2026 (Fri)!

Research and development (R&D) organizations are highly expected to serve as engines for corporate growth.

However, only a minority of such organizations fully meet these expectations. On the contrary, it is common to hear criticisms such as, "Our research institute has not generated new businesses or innovative technologies in recent years," or "The R&D department does not respond swiftly to business unit expectations."

This seminar will objectively diagnose R&D organizations from two perspectives—'productivity' and 'R&D vitality'—and thoroughly explain three forward-looking transformation approaches based on the diagnosis results. The session will cover fundamental concepts and practical implementation methods, including case studies from other companies.

1. Theme Structure Reform: Maximizing [Σ ("Theme Value" × "Success Probability") ÷ Investment]

2. R&D Vitality Innovation: Utilizing the "R&D Vitality Diagnostic"

3. Strategic Restructuring: Redefining the organization's purpose and value, and leading business strategy

[Knowledge to be Acquired]

1. The necessity and overview of transforming from Static R&D to Dynamic R&D

2. Reconstructing theme creation and evaluation systems—e.g., the FVE (Future Value Evaluation) method

3. Identifying your company's current R&D organizational status and prioritizing necessary transformations

4. Concepts and methods for developing R&D strategies that lead business strategy

[Target Audience]

- R&D executives and department heads (e.g., research institute directors)

- Lab managers and development leaders

- Strategic planning and R&D planning staff

[Program]

1. Business Environment Surrounding R&D Organizations

- Deterioration of macro-environment (e.g., scientific and technological capabilities, underlying economic strength)

- Harsh micro-environment (e.g., stagnant R&D investment growth, unmet management expectations)

- Organizational rigidity (e.g., misalignment with business strategy, declining researcher motivation)

2. The Desired Direction for R&D Organizations

- Dramatic improvement in R&D productivity as a key performance indicator

- Creating new growth trajectories through technology-driven new businesses and innovative technologies

- Transitioning from low-output, inactive 'Static R&D' to high-output, growth-oriented 'Dynamic R&D'

3. Case Studies from Leading Companies

- Hitachi, Ltd.: Business transformation through the DX platform "Lumada"

- Chugai Pharmaceutical: High profitability through continuous new drug development based on proprietary technologies

- Fujifilm: New corporate growth through new businesses such as healthcare

4. Four Quadrants of R&D Organization Diagnosis—Differences in Transformation Approaches by Quadrant

- "Growth-Acceleration Type (Ideal)": High productivity and vitality

- "Self-Satisfaction Type": High vitality but low productivity (requires theme transformation)

- "Burnout Type": High productivity but low vitality (requires vitality innovation)

- "Chaos Type": Low in both, requiring organizational revitalization

5. [Transformation 1] Changing the "Themes" (Theme Structure Reform)

- Overview and challenges of existing R&D theme evaluation methods

- Reconstructing evaluation systems using the "FVE Method"

- Creating new R&D themes

6. [Transformation 2] Changing "R&D Vitality" (Organizational Vitality Innovation)

- "R&D Vitality Diagnostic" based on seven key factors

- Developing and implementing organizational transformation scenarios

- Organizational rollout of R&D vitality innovation

7. [Transformation 3] Changing the "Strategy" (Strategic Restructuring)

- Core concepts of modern R&D strategy

- Process for restructuring R&D strategy

- Differences and formulation points between "Growth-Acceleration" and "Organizational Revitalization" strategies

8. Practical Steps for R&D Organizational Transformation

9. Q&A Session and Business Card Exchange

[Inquiries]

SSK Institute for New Social Systems

4F, Zexy West Shinbashi Building, 2-6-2 Nishi-Shinbashi, Minato-ku, Tokyo

Email: [email protected]

TEL: 03-5532-8850

FAX: 03-5532-8851

URL: https://www.ssk21.co.jp

[About SSK Institute for New Social Systems (SSK)]

Founded on December 6, 1996, SSK has, for over 28 years, primarily operated as an information service provider, organizing approximately 500 business seminars annually for corporations.

SSK seminars aim to rapidly deliver high-level strategic management, marketing, and technology information in a diversified business environment, contributing to the creation of new business opportunities.

In addition to seminars, SSK offers a range of services including seminar planning and management, speaker dispatch, B2B advertising, commissioned research, market research report sales, and on-demand seminar distribution—providing information and services essential for clients' business success and expansion.

SSK continues to deliver cutting-edge information and remains a strategic partner for its clients.