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How can an organization evolve into an innovative entity? Many companies grapple with this question, experimenting with a variety of approaches. One such approach involves activities like internal employee communities and study groups organized voluntarily by employees. However, in practice, these initiatives often lose momentum after an initial burst of enthusiasm. In this series, we will delve into "Team Sunrise," an internal network of Hitachi Group employees. For 15 years, Team Sunrise has been organizing internal study group events, making substantial contributions to Hitachi's real-world business. We will explore the philosophy and operational strategies that have sustained their persistent efforts through occasional crises, with insights from those involved, across a series of five articles.

Japanese

* This article is as of writing in March 2021

Click here for "【Part 1】 15 Years of Hitachi’s Internal Employee Network"
Click here for "【Part 2】 The Logic of Transforming an Organization"
Click here for "【Part 3】 Making a Fresh Start from Stagnation"
Click here for "【Part 4】 Challenging the Pandemic by DX of Innovation"
Click here for "【Part 5】 Secret behind the Longevity of Team Sunrise"
Click here for "【Part 6】 Drivers of Innovation"
Click here for "【Part 7】 The Man Who Brought the US Bestseller “The Human Element” to Japan"
Click here for "【Part 8】 Global Mindset and English"
Click here for "【Part 9】 Organization Where Innovation Occurs from the Bottom Up"

Creating New Business through Internal Study Groups

Some years ago, a group of Japanese business professionals visited a foreign government and jointly proposed a telecommunications project. While all of them were Hitachi Group employees, they initially had no professional connections and came from various Hitachi companies with different positions and age groups. They became acquainted through "Team Sunrise," Hitachi's internal employee network, where they collaborated on shared objectives outside of work hours. At Hitachi, it's a common practice for employees from various parts of the organization to collaborate and present joint proposals to clients.

Team Sunrise was formed in 2006, and now boasts approximately 2,000 members. Its primary objective is to "create new businesses at Hitachi." Employees from diverse backgrounds, positions, and generations come together to nurture innovation. They organize study sessions with business leaders from various fields on weeknights, host hackathons and ideathons, and many of its members submit entries for Hitachi’s internal business plan competition "Make a Difference!" Notably, their activities go beyond theory and lead to tangible business implementations, such as the aforementioned joint proposal to client and presentations to group company executives.

画像: A snapshot from a study group event of Team Sunrise

A snapshot from a study group event of Team Sunrise

If a Team Sunrise member is inspired by a book from a notable author and wishes to share that inspiration with Hitachi colleagues, they can take the initiative to invite the author as a lecturer. They manage everything from arranging the venue, informing members, planning and managing the event, to sharing their insights from the lecture and planning follow-up events—all voluntarily. Over the years, the speakers at their study sessions have included artificial intelligence and aerospace researchers, a business communication expert, film and animation directors, executives from various industries including startups, and representatives of non-profit organizations, showcasing a diverse range of professionals.

The "Personal Network" That Hitachi Lacked

"When I joined Hitachi — a typical large company — I expected many employees passionately engaging in their work, conversing and collaborating across different departments. However, once I started working, I found that they communicated with colleagues within the boundary of their department all day, every day, constrained by their department's budgets and profits. I, too, found myself preoccupied with immediate tasks," recalls Masahiko Sato, the representative of Team Sunrise, who is currently a member of Hitachi's Research & Development Group.

画像: Masahiko Sato, Head of Team Sunrise

Masahiko Sato, Head of Team Sunrise

Sato joined Hitachi as a mid-career hire in 2001 as a systems engineer. It was through his involvement in projects such as mergers and acquisitions, establishing new companies, and forming alliances with startups that he developed a new perspective.

"I began to take an interest in the processes and mechanisms that enable the creation of new businesses by engaging with the values and cultures of other companies. Also, following an experience of being questioned by a client about significance of forming an alliance with Hitachi, I came to think of the importance of Hitachi having the capability to grow and expand its own business. For that, communication across organizational boundaries was essential — that became my growing conviction."

"Then, I observed how some colleagues effectively used networks among peers who joined Hitachi at the same time as new graduate hires. When they faced challenges in their work, they would casually reach out to such peers in other departments, crossing organizational boundaries to overcome difficult situations. I also witnessed a partner company colleague who is originally from abroad using his personal networks to resolve issues effectively. These observations led me to a realization. I joined Hitachi as a mid-career hire, so I didn't have peers or personal connections with external business professionals. But what if I could create a mechanism like the personal networks they had within Hitachi? I thought that such a mechanism could transform our organization into one that transcends departmental, hierarchical, and generational boundaries and create something new."

Sato discussed this idea with like-minded colleagues and, in 2006, launched an internal study group, the predecessor of Team Sunrise. Originally named the "Global Wakate-kai," which means "Association of Younger Employees," it was open to "anyone with a youthful spirit" and aimed to "make Hitachi a global top-tier company like GE or Siemens." This predecessor of today's Team Sunrise initially had only about 10 members who would participate in the study group outside of work hours.

In launching the Global Wakate-kai, Sato delved into various literature on organizational management and tried to apply each model in such literature to Hitachi's situation. He sought to understand why large organizations like Hitachi tend to cling to perspectives of smaller departmental worlds. He began to realize the presence of two "gravitational forces" that influenced the organization on the sneak.

Click here for "【Part 2】 The Logic of Transforming an Organization"

画像: Team Sunrise – Hitachi Employees’ Network that Fosters Innovation
【Part 1】 15 Years of Hitachi’s Internal Employee Network

Masahiko Sato

Before joining Hitachi, Ltd. in 2001, he worked at a non-governmental organization as a system engineer. He earned an MBA while working for system engineering of information & telecommunication, incorporation of a company, and M&A projects. He also worked at IT Strategy Division at Hitachi Headquarters and currently works at the Global Center for Social Innovation at R&D Group as Chief Researcher. Head of Team Sunrise (formerly known as Global Wakate-kai founded in 2006), a network of employees across Hitachi.
He is currently enrolled in a Doctoral Degree Program at Tokyo Institute of Technology in Innovation Science. *

* As of the writing of this article

シリーズ紹介

楠木建の「EFOビジネスレビュー」

一橋ビジネススクール一橋ビジネススクールPDS寄付講座特任教授の楠木建氏の思考の一端を、切れ味鋭い論理を、毎週月曜日に配信。

山口周の「経営の足元を築くリベラルアーツ」

山口周氏をナビゲーターに迎え、経営者・リーダーが、自身の価値基準を持つための「リベラルアーツ」について考える。

協創の森から

社会課題の解決に向けたビジョンの共有を図る研究開発拠点『協創の森』。ここから発信される対話に耳を傾けてください。

新たな企業経営のかたち

パーパス、CSV、ESG、カスタマーサクセス、M&A、ブロックチェーン、アジャイルなど、経営戦略のキーワードをテーマに取り上げ、第一人者に話を聞く。

Key Leader's Voice

各界のビジネスリーダーに未来を創造する戦略を聞く。

経営戦略としての「働き方改革」

今後企業が持続的に成長していくために経営戦略として取り組むべき「働き方改革」。その本質に迫る。

ニューリーダーが開拓する新しい未来

新たな価値創造に挑む気鋭のニューリーダーに、その原動力と開拓する新しい未来を聞く。

日本発の経営戦略「J-CSV」の可能性

日本的経営の良さを活かしながら利益を生み出す「J-CSV」。その先進的な取り組みに迫る。

ベンチマーク・ニッポン

日本を元気にするイノベーターの、ビジョンと取り組みに迫る。

デジタル時代のマーケティング戦略

マーケティングにおける「デジタルシフト」を、いかに進めるべきか、第一人者の声や企業事例を紹介する。

私の仕事術

私たちの仕事や働き方の発想を変える、膨らませるヒントに満ちた偉才たちの仕事術を学ぶ。

EFO Salon

さまざまな分野で活躍する方からビジネスや生活における新しい気づきや価値を見出すための話を聞く。

禅のこころ

全生庵七世 平井正修住職に、こころを調え、自己と向き合う『禅のこころ』について話を聞く。

岩倉使節団が遺したもの—日本近代化への懸け橋

明治期に始まる産業振興と文明開化、日本社会の近代化に多大な影響を及ぼした岩倉使節団。産業史的な観点から、いま一度この偉業を見つめ直す。

八尋俊英の「創造者たち」~次世代ビジネスへの視点~

新世代のイノベーターをゲストに社会課題の解決策や新たな社会価値のつくり方を探る。

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