Team Sunrise – Hitachi Employees' Network that Fosters Innovation
【Part 13】The "Bridge of Ambidexterity" Sustaining Hitachi's Culture of Challenge — Roundtable with Executive Chiarman Higashihara and Team Sunrise members (Part 3)

Japanese

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"
Click here for "【Part 10】The "Bridge of Ambidexterity" Sustaining Hitachi's Culture of Challenge — 20 Years of Activities Reported to Executive Chairman Higashihara
Click here for "【Part 11】Roundtable with Executive Chairman Higashihara and Team Sunrise members （Part 1）
Click here for "【Part 12】Roundtable with Executive Chairman Higashihara and Team Sunrise members （Part 2）
Click here for "【Part 13】Roundtable with Executive Chiarman Higashihara and Team Sunrise members (Part 3)

* This article was written as of July 29, 2025.

Activities of HISOL

Sato
At Hitachi Solutions, Mr. Nakazaki and his team have been actively promoting the voluntary activities on the left loop, while also challenging themselves to grow these into business initiatives represented on the right loop. Would you mind telling us more about that activity?

Nakazaki
Hitachi Solutions has shifted its management direction from being a company that primarily builds information systems to pursuing sustainability transformation （SX）, aiming to realize a sustainable society where environmental, social, and economic values coexist. There are limits to what a single company can do to address social issues. We need to work together with diverse stakeholders to create and deliver new value. To achieve this, we believe it is essential to connect with stakeholders inside and outside the company who share the same vision, learn about new knowledge and topics, and create a place where like-minded colleagues can turn their dreams into reality. With this in mind, we launched "Hello Min," an open community for co-creating the future through collaboration. Regarding the voluntary activities on the left side loop, recent programs have centered on events where participants formulate questions based on business fields like mobility, city DX, and security, and jointly explore ways to solve social problems and envision thrilling future scenarios.

One key characteristic is the effort to expand activities beyond a single community, actively collaborating with various communities both inside and outside the company to hold events and initiatives. Especially, when we collaborated with Team Sunrise, we received feedback that even surprised us internally, which made us once again recognize the capabilities of the Hitachi Group. We have also heard feedback that "Hello Min" is helping to transform employees' mindsets and boost engagement, so we hope to further energize these activities.

Sato
As for the formal activities in the right side loop, you're also making strong efforts toward business commercialization.

Nakazaki
Hitachi Solutions has a "Startup Creation Program," which enables employees to aim for launching a business based on their own ideas for solving social issues. In this program, teams chosen within the company go to Silicon Valley, the birthplace of global, cutting-edge companies, working with local venture capitals to test their business concepts and seek investment. If they succeed in securing funding, the team can spin off from Hitachi Solutions and pursue business growth as an independent startup. Since its launch in April 2023, the initiative has produced one startup company.

Higashihara
That's great. Hitachi Solutions' management understands and actively supports these initiatives, which I believe is why such programs are able to function effectively.

Nakazaki
You are right. I believe these activities are possible precisely because of the active leadership and support from the top management.

The Key to Involving Others

Higashihara
When engaging in these kinds of activities, not everyone is cooperative. I assume that there are many who say things like "What's the point of doing this?" or who just sit back and play the critic.

Nakazaki
Yes. We are still in a transitional stage toward SX, and there are many different viewpoints. That being said, I see those voices as part of the process of creating the future together.

Higashihara
The key to shifting their perspective is to engage them in the activities. From a psychological perspective, once people start doing something themselves, they realize how great it is. So try communicating with them, and let them experience it once. That way, they will want to take part on their own from then on.

Nakazaki
It's the power of communication to bring people in.

Higashihara
That's right. Most of you probably don't know this, and it no longer exists, but Hitachi used to hold an annual "Sports Day." At first, people said they didn't want to take part in it, but once they joined, they became totally absorbed. It was the perfect setting for everyone to come together, even attempting challenges to get into the Guinness World Records.

Nakazaki
By the way, Hitachi Solutions used to hold sports festivals before the COVID-19 pandemic, and since it ended, we began holding annual in-person company-wide events.

Higashihara
That's wonderful. （Laughter）

Nakazaki
Like everyone else, I was unsure at first. But once I tried it, I was hooked. All employees coming together as one, free from the usual hierarchies and organizational boundaries, created an unforgettable sense of unity.

Higashihara
Back in our day, sports day was held on October 10, so when September came around, we worked hard not only at our jobs but also at practice. I guess we were working harder than at our job! （Laughter）

To Take Activities Global

Higashihara
I think both Team Sunrise and Innovation BUNKASAI would be easier to expand if they were made more open, so that everyone can participate more easily, and officially authorized by the company.

Sato
Innovation BUNKASAI is currently an opportunity for a limited group of employees to present their activities, but my vision is to develop it into a kind of global exhibition where anyone at Hitachi can easily participate and discover the research, technologies, and ideas that exist within the company.

Higashihara
Any idea that shows promise and business potential receives investment, and if it has growth potential, it can be handed over to a business unit and nurtured into a complete business. When doing so, it is important to break down the barriers between Japanese and non-Japanese employees, and also to ensure that HR is aware of the activities. I believe that the activities you are developing in Team Sunrise to grow new business ideas should be recognized as official, company-authorized, and open initiatives.

Sato
Thank you. I would love to make sure that happens.

Values that Change and Values that Remain

Higashihara
Hitachi has a 115-year history, but for nearly 100 of those years, its culture revolved primarily around factories. The culture leaned heavily toward product-out thinking, assuming that good products would naturally find buyers. However, since the year 2000, we transformed into a partner addressing customers' issues with digital solutions. We go to customers and ask about their challenges. In the case of a factory, the goal would be to enhance quality or reduce the lead time from order placement to delivery. We propose that such challenges can be addressed with Hitachi's digital systems, and carry out the implementation. That's the kind of business we have transformed into.

If we define productivity as added value divided by labor, in the traditional factories, it was enough to increase productivity by decreasing labor input through automation or robotics, effectively reducing the labor factor as the denominator. However, consumers today choose products based even on how well they address social issues such as carbon neutrality, reducing plastic waste, and food waste. The question now is how to raise added value, the numerator, while responding to this change in consumer value.

Now more than ever, it is important to take personal "sense of ownership" and consider things from the perspective of a consumer. "Empathy" is also a key, which includes both recognizing diverse values and helping others understand your views. Since addressing social issues cannot be done by Hitachi alone, "ability to involve others" are also essential to collaborate with a wide range of partners. The three qualities I mentioned earlier — "initiative," "empathy," and "ability to involve others” — are essential for understanding the new values of today's era, which cannot be measured by productivity alone.

Hitachi's mission is to "Contribute to society through the development of superior, original technology and products," and its values are "Harmony, sincerity, and pioneering spirit." The three points I mention are all part of Hitachi's values and mission. Since I wanted to share this idea with the over 60% of employees who are non-Japanese, I directed the establishment of Hitachi Origin Park in 2019. When people from other countries visit, they're often more impressed than Japanese people are. This is because the founder, Namihei Odaira, had a venture spirit, and that mindset is universal. While holding on to those enduring values, please continue to expand the activities of Team Sunrise to create the new Hitachi. I truly look forward to your success.

Sato
Thank you very much for your time today.

Miyazawa, Osawa, Ono, Nakazaki
Thank you very much.

Toshiaki Higashihara
Hitachi, Ltd.
Director, Executive Chairman and Representative Executive Officer
Born in 1955. Joined Hitachi, Ltd. in 1977. Has long been engaged in quality assurance for control systems across various sectors, including electric power and railways. After serving as president of domestic and overseas subsidiaries and gaining management experience,
appointed as President & COO, and Director in 2014; President & CEO, and Director in 2016; Executive Chairman & CEO and Director in 2021; and has held the current position since April 2022.
He has also been active outside the company, serving as Vice Chair of the Keidanren （Japan Business Federation） and as Chairman of the Japan Science Foundation, dedicating his efforts to solving social issues and promoting science and technology education. His publications include “Breaking Down Silos” （Toyo Keizai Inc.）.

Masahiko Sato
Hitachi, Ltd., Research & Development Group
Technology Strategy Office, Strategy Management Center
Open Innovation Promotion Office
Chief Strategist Joined Hitachi, Ltd. in 2001 after holding the position of IT head at an international NGO. While engaged in system engineering for the information and communication business, new company establishment, M&A, and other new business planning, he also completed an MBA. He is currently pursuing a doctoral program in organizational management. After roles including Chief Researcher at the Headquarters IT Strategy Division and the Research & Development Group's Global Center for Social Innovation （CSI）, he took on his current position in 2023. He is in charge of developing R&D strategies and promoting open innovation. He has led Team Sunrise, an internal network activity continuing since 2006.

Aki Miyazawa
Hitachi Academy Co., Ltd., Business Partnering Division, Smart Life Sector BP Group
Assistant Manager
After beginning in a sales role at Hitachi, Ltd., she transferred to the Hitachi Institute of Management Development, the forerunner of Hitachi Academy. She is now part of the Business Partnering Division, responsible for aligning business and talent strategies, identifying development needs in partnership with BUs and group companies, and designing solutions to enhance organizational strength. She provides development support for employees ranging from young professionals to management and facilitates knowledge utilization. As a member of the Team Sunrise secretariat, she has been involved in planning collaborations with Hitachi Academy events.

Ikue Osawa
Hitachi Ltd., Digital Systems & Services Division
Social Innovation Business Division
Well-being Society Business Creation Division
Well-being Society Business Creation Department 2
Unit Manager
Engaged in planning of the well-being business. Through voluntary activities, she has worked on career support for employees, with one of her internal reform proposals winning the Silver Award in the company's business contest. During her childcare leave, she obtained the national qualification of career consultant and has been engaged in initiatives to support career development.

Eiko Ono
Hitachi Academy Co., Ltd., Learning & Development Division, L&D Solutions Department
Assistant Manager
Joined Hitachi, Ltd. in 2009. After working in IT sales and proposing HR systems to client HR departments, she became interested in self-driven career development and talent management. In 2022, she transferred to her current role within the Hitachi Group through an internal open recruitment process.
She is currently at Hitachi Academy, engaged in talent development support, including designing and developing language and global training programs, and promoting language learning using a learning experience platform （LXP） that supports self-driven learning.

Kazunari Nakazaki
Hitachi Solutions, Ltd., Corporate Strategy Management Group
Sustainability Management Division
Brand Communication Department
Section Manager
Joined Hitachi Solutions, Ltd. in 2003. Since joining, he has been consistently engaged in marketing and communications. In 2022, he managed the secretariat for the company-wide SX project and led project management for corporate branding initiatives. In 2024, he lead the establish "Hello Min," a collaborative community for building a sustainable future, and is actively contributing to sustainable society initiatives as its community manager. Registered Small and Medium Enterprise Consultant, accredited by the Minister of Economy, Trade and Industry （METI）.

Ritsuha Tanaka
Hitachi Ltd., Digital Systems & Services Division
Strategy Planning Division, Business Development
Joined Hitachi Ltd. in 2023. Engaged in business development through collaboration with startups, as well as in the design and implementation of internal systems and initiatives aimed at achieving ambidextrous management （both deepening existing businesses and exploring new businesses）. While majoring in applied chemistry during her student years, she gained a strong awareness of the gap between technology and society through presenting at conferences and writing papers. Alongside her research, she studied in the U.S. and Europe, where she experienced launching startups and interning at accelerators. Currently, she is applying these experiences to develop ecosystems aimed at generating new businesses.