*This article is reprinted with permission from Diamond Online.

As co-founder of Cinnamon AI, Hajime Hotta provides AI solutions to many companies and promotes DX in Japan, and leads the IT industry with numerous bestsellers including ``After Digital'' and ``Online Business Evolution''. ``Double Harvest: Strategic Design in the AI Era to Create a System for Continued Winning'' (Diamond Publishing), co-authored by Kazuhiro Ohara, has been published. This book, which was compiled with the strong thoughts that ``If things continue like this, Japan will become a digitally underdeveloped country'' and ``I want Japan to become an AI-advanced country,'' was ranked number one in Amazon's business books immediately after its release, and became a top runner in various industries. It is said to have received great praise from people as well.
What is a "harvest loop" that grows and harvests data? What does it mean to spin it twice? We invited Mr. Tsuyoshi Natsuno, the representative of Dwango, who considers himself the oldest person in the IT industry, as a guest, and talked with Mr. Tsuyoshi Natsuno, the representative of Dwango, who is the representative of Cinnamon AI, about the things to keep in mind when promoting company-wide DX using AI, the hurdles to overcome, and the points that are easy to make. I listened to it with Mirai Hirano (composition: Yukihiro Tanaka).

Click here for the first part:What companies that do DX with “departmental budgets” will regret after 3 years [Guest: Tsuyoshi Natsuno]

The misconception that “AI in charge = information systems department” still persists

Hajime Hotta (hereinafter referred to as Hotta)When I look at Japanese industry, I feel that it has not been able to successfully ride the wave of DX (digital transformation).What kind of ideas do you think are important when taking advantage of this opportunity?

Tsuyoshi Natsuno (hereinafter referred to as Natsuno)I believe that DX applies to all industries. The main premise is that Japan's population will continue to decline, so it is extremely important to constantly review the division of tasks between tasks that can be done by AI (artificial intelligence) and tasks that need to be done by people. In doing so, we will increase the number of things that humans do not have to do as much as possible. 『double harvest” introduced the idea that ``our work flow itself will be incorporated into the AI loop,'' which really resonated with me.

Mirai Hirano (hereinafter referred to as Hirano)This is the concept of "human in the loop" or "expert in the loop." As you said, it is very important that AI and humans are naturally part of the same loop. Just by humans doing their normal work, learning data for AI will be generated before we know it, and AI will continue to improve. The question is whether we can create such a loop.

The media only emphasizes the context of ``AI taking away human jobs,'' but in reality, ``a world where AI and people work together'' is probably coming.

NatsunoI agree. AI is like a child, and at first it won't produce much results, but with proper training, it will gradually become useful. Partly because of this, if we don't start now, all industries will run out of manpower. Unless all industries become more efficient, Japan will not be able to maintain its current status.

However, when I talk to people at companies about AI, they tend to think it's about data systems and say, ``The information systems department should do it.'' However, in reality, AI will be incorporated into all business operations from now on. If we feed that data, AI will be able to make decisions on its own and do things that have traditionally been done by humans more efficiently and quickly. It is important for humans and AI to work together to achieve what Mr. Hotta calls purpose (the future the company wants to realize), so I think all industries should do this right away.

plainFrom the perspective of DX in Japan, one good thing is that many things have been digitized due to the coronavirus. It would be difficult to introduce AI if everything was completed in an analog manner, so I think it's good that digitalization has progressed.

It is true that most of what is happening now is nothing more than ``digitization,'' so it is sometimes ridiculed as ``just playing DX.'' ” I think it’s okay.

This is because, if you think back to a few years ago, companies that are currently successful in DX, they were simply working on cost reductions without considering the strategic aspects of AI at all. However, even if I didn't understand something, I just tried it out and accumulated knowledge through failure. It's because of that period that DX is working so well now. So, I don't mind pretending to be DX, so let's try it first. I think it would be good if we could draw a harvest loop from there.

"Managers who do not understand the essence of DX should leave."

HottaWhen promoting DX, I get the impression that many people, especially in large companies, are worried about how to move the organization and how to connect individual measures with the overall strategy. As Mr. Natsuno said last time, in order to make DX work, a top-down approach is important, so if the top is not strong, DX will not be realized easily. Therefore, even if business managers think, ``Let's promote DX!'', they will hit a wall. Is there a good way to overcome this wall?

NatsunoPersonally, I believe that we will not be able to move forward into the next era unless the management team moves forward with DX, so I am taking responsibility for moving forward without assigning budgets to individual departments. However, there are probably many large companies where upper management is reluctant to make such decisions, or where there is no culture to make such decisions in the first place.

Under such circumstances, I think it is important for the people in the field to actually create and run "small loops" in order to gain the understanding of upper management regarding DX, especially things that take time like AI. However, this is not the usual path. To be honest, I think managers who can't understand the essence of DX should leave. However, when we look at the current situation in Japan, where there are many such managers, it is meaningful for the people in the field to run the loop and see it for themselves.

No matter how much you explain, ``If you analyze this kind of data in this way, you'll get this kind of result, and if you apply that and do this, you'll get this kind of effect.'' No matter how much you explain, there will always be people who say, ``There's no way it's going to work that well.'' . So, try it out and see some small successes first. Then, we persuade them by saying, ``Wouldn't it be even more amazing if we rolled this out across the company?'' It is important to create and show evidence to managers who do not understand the concept, or even if they do understand it but are not confident, in a way that makes them think, ``I can do it!''

HottaHarvest loops should be able to run not only double or triple loops, but also 100 loops at the same time in massively parallel processing, and once they start running, they will accelerate rapidly. However, it takes time to properly run the first loop, and it is difficult to see results in one month. Whether it's a small loop or a large loop, you won't be able to achieve full results unless you spend about two years working on it.

If we were to spend two years preparing a small loop, then another two years to roll it out company-wide, the hurdle would be whether we could wait that long.

NatsunoHowever, if it is a small loop, it may be possible to implement it within the department's budget. Large loops require large amounts of data, which inevitably increases the budget size. In that case, you can't just do it secretly behind the company's back. It is very important to start by creating one loop, even if it is on a small scale.

HottaIn a large company where things tend to move slowly, if you can pioneer a small loop on your own and get it to the point where it works, you have the potential to become a hero within the company.

plainWhether DX is successful or not depends on the purpose. Companies that have a clear vision of the future they want to aim for will find it easier to envision a harvest loop. There is no misalignment between individual measures and the overall perspective. However, in companies that do not even have a business philosophy or vision posted on their website, and whose purpose is unclear, ideas tend to come up sporadically, making it difficult to know where to start. Therefore, we must first clarify our purpose and instill it throughout the company.

Organizationally, commitment from the top is absolutely necessary. Recently, people like Fujitsu President Takahito Tokita have started calling themselves president and CDXO (chief digital transformation officer), which I think is wonderful. At the same time as the commitment from the top, it is great to have talented people at the field level who have worked in various departments and can see the overall picture. I think it will be easier to proceed with DX if both the top and the front lines, and those above and below, are aligned.

What about AI & DX for small and medium-sized enterprises/ventures?
──“I can’t do it because I don’t have money” is an excuse

HottaIn the case of large companies, the key seems to be to create a company-wide momentum toward realizing the purpose. On the other hand, how should venture businesses and small and medium-sized enterprises deal with AI? I would like to hear your honest opinion.

As someone who founded an AI venture myself, I am of the view that AI is of course necessary, but on the other hand, until Harvest Loop produces proper results, it will continue to be taken out, and to what extent will a venture without financial strength make upfront investment? There is an urgent question as to whether it can withstand this. I hear that you have invested in venture businesses, but what do you think about AI for ventures and small and medium-sized enterprises?

NatsunoFor both venture businesses and small and medium-sized businesses, technology is the only way to compete with large companies or to penetrate the markets held by large companies. From a technology perspective, the hottest weapon, the most cutting-edge, and the sharpest weapon right now is AI. This is because large companies have not yet taken full advantage of it.

If you can't use this as a weapon, I think you should quit your venture. There is a question of whether you can withstand the initial investment, but I think you should be ready for it when you start a venture. Rather, the problem for venture companies is that they cannot assign people in time. The more a venture grows, the more there is a shortage of human resources. If that happens, you will never win as long as you maintain the same level of productivity as large companies. Therefore, unless we make full use of technology and maximize productivity per person, we will not be able to compete. To achieve this, state-of-the-art weapons are essential. If you're going to start a business without that weapon, I think it's better not to start in the first place.

Moreover, there has never been an environment where it is easier for venture businesses and small and medium-sized enterprises to raise funds than there is now. Because I have extra money. So, now is a great opportunity to draw up a game plan, take risks, and jump in. There's no way you can miss this.

plainI have the same opinion,double harvestA good example is the American non-life insurance company ``Lemonade,'' which is introduced in ``Lemonade.'' In less than 6 years since their establishment, their market capitalization has exceeded 500 billion yen (as of April 2021). It's amazing that they've grown so much in just five years since they were founded, and they're creating services that are completely different from traditional insurance companies.

You can get insurance by just talking to a chatbot for about 90 seconds, and if an accident occurs, the money will be transferred within minutes. This kind of UX (user experience) is realized through AI. Even if existing insurance companies wanted to do the same thing, it would be difficult to do so because it would conflict with their traditional operations. This service was made possible because we are an unfettered startup.

Lemonade not only uses data obtained from chatbot interactions to provide a better UX, but also runs multiple loops at the same time, such as a loop to detect fraudulent charges. Masu. Since they were able to do this, I think we Japanese startups should continue to create similar examples.

HottaI also agree with Natsuno-san. Nowadays, several technologies, including AI, are emerging at the same time, and it is becoming increasingly difficult to compete without being able to use them. Moreover, no matter how slow the movement is, large companies will definitely catch up over a span of about five years. I think now is the time for highly agile ventures and small and medium-sized enterprises to utilize AI to pursue first-mover advantage.

For Mr. Natsuno, “double harvestWe received wonderful comments of recommendation, and we would like to continue to accelerate our efforts to support Japanese companies in implementing AI. Thank you for your time today!

(End of discussion)

Reprinted from: Diamond Online / Tsuyoshi Natsuno https://diamond.jp/articles/-/269477

Takeshi NatsunoPhoto: top President and Representative Director of Dwango Co., Ltd./Special Invited Professor, Graduate School of Media and Governance, Keio University Graduated from Waseda University, Faculty of Political Science and Economics, joined Tokyo Gas. Graduated from the University of Pennsylvania Graduate School of Business (Wharton School). After serving as vice president of a venture company, joined NTT Docomo. He launched many services such as ``i-mode'' and ``Osaifu-Keitai'' and served as an executive officer of Docomo. Currently, in addition to being a special guest professor at Keio University, he also serves as the president of Dwango Inc., the chairman of MovieWalker Inc., and a director of KADOKAWA, transcosmos, SEGA SAMMY Holdings, GREE, USEN-NEXT HOLDINGS, and Oracle Japan. In addition, he also serves as the project manager for the Ministry of Economy, Trade and Industry's unexplored IT human resources discovery and development project, as a consultant on the Tokyo Organizing Committee for the Olympic and Paralympic Games, and as a member of the Cabinet Secretariat Regulatory Reform Promotion Council.

Miku HiranoPhoto: Bottom left Cinnamon AI representative Serial entrepreneur. Completed graduate school at the University of Tokyo. Engaged in research on recommendation engines, complex networks, clustering, etc. It was twice selected for the IPA Unexplored Software Creation Project in 2005 and 2006. Founded Naked Technology while still in school. Develops and operates middleware that allows you to develop apps on iOS/Android/flip phones. In 2011, the company was sold to Mixi. She has received many awards both domestically and internationally, including ST.GALLEN SYMPOSIUM LEADERS OF TOMORROW, FORBES JAPAN "Entrepreneur Ranking 2020" BEST10, Woman of the Year 2019 Innovative Entrepreneur Award, VEUVE CLICQUOT BUSINESS WOMAN AWARD 2019 NEW GENERATION AWARD. He has also given a keynote speech at AWS SUMMIT 2019, Milken Institute Japan Symposium, 45th Japan-ASEAN Management Conference, Bloomberg THE YEAR AHEAD Summit 2019, etc. Since 2020, he has been appointed as a member of the Cabinet Secretariat IT Strategy Office and a special member of the Cabinet Office Tax Investigation Committee. From 2021, he will serve as an expert member of the Cabinet Office's Economic and Fiscal Policy Council. Mother of two children.

Hajime HottaPhoto: Bottom right Cinnamon Co., Ltd. Executive Officer/Futurist Born in 1982. Since his student days, he has been consistently engaged in artificial intelligence research such as neural networks, and at the age of 25 completed the doctoral program at Keio University Graduate School of Science and Engineering (Doctor of Engineering). Selected for the "IPA Unexplored Software Creation Project" in 2005 and 2006. Joined Sirius Technologies in 2005 and was responsible for the development of AdLocal, a location-based advertising distribution system. After founding Naked Technology while in school, he sold the company to mixi. Furthermore, he co-founded Cinnamon AI, the hottest AI startup that provides artificial intelligence business solutions such as AI-OCR, speech recognition, and natural language processing (NLP). Currently, he is active as a futurist at the company and is in a position to lead talented engineers in Southeast Asia. In addition, based on our philosophy of ``continuing to be an ally of innovators,'' we also provide advisory and coaching sessions for managers and leaders. While referring to the knowledge of cognitive science, we are exploring methodologies to increase the effectiveness of people and organizations. Lives in Malaysia. 『double harvest' is his first book.

"Double Harvest"

Book details and publicationhereYou can check from here.

*This article is reprinted with permission from Diamond Online.

As co-founder of Cinnamon AI, Hajime Hotta provides AI solutions to many companies and promotes DX in Japan, and leads the IT industry with numerous bestsellers including ``After Digital'' and ``Online Business Evolution''. ``Double Harvest: Strategic Design in the AI Era to Create a System for Continued Winning'' (Diamond Publishing), co-authored by Kazuhiro Ohara, has been published. This book, which was compiled with the strong thoughts that ``If things continue like this, Japan will become a digitally underdeveloped country'' and ``I want Japan to become an AI-advanced country,'' was ranked number one in Amazon's business books immediately after its release, and became a top runner in various industries. It is said to have received great praise from people as well.
What is a "harvest loop" that grows and harvests data? What does it mean to spin it twice? We invited Mr. Tsuyoshi Natsuno, the representative of Dwango, who considers himself the oldest person in the IT industry, as a guest, and talked with Mr. Tsuyoshi Natsuno, the representative of Dwango, who is the representative of Cinnamon AI, about the things to keep in mind when promoting company-wide DX using AI, the hurdles to overcome, and the points that are easy to make. I listened to it with Mirai Hirano (composition: Yukihiro Tanaka).

Click here for the first part:What companies that do DX with “departmental budgets” will regret after 3 years [Guest: Tsuyoshi Natsuno]

The misconception that “AI in charge = information systems department” still persists

Hajime Hotta (hereinafter referred to as Hotta)When I look at Japanese industry, I feel that it has not been able to successfully ride the wave of DX (digital transformation).What kind of ideas do you think are important when taking advantage of this opportunity?

Tsuyoshi Natsuno (hereinafter referred to as Natsuno)I believe that DX applies to all industries. The main premise is that Japan's population will continue to decline, so it is extremely important to constantly review the division of tasks between tasks that can be done by AI (artificial intelligence) and tasks that need to be done by people. In doing so, we will increase the number of things that humans do not have to do as much as possible. 『double harvest” introduced the idea that ``our work flow itself will be incorporated into the AI loop,'' which really resonated with me.

Mirai Hirano (hereinafter referred to as Hirano)This is the concept of "human in the loop" or "expert in the loop." As you said, it is very important that AI and humans are naturally part of the same loop. Just by humans doing their normal work, learning data for AI will be generated before we know it, and AI will continue to improve. The question is whether we can create such a loop.

The media only emphasizes the context of ``AI taking away human jobs,'' but in reality, ``a world where AI and people work together'' is probably coming.

NatsunoI agree. AI is like a child, and at first it won't produce much results, but with proper training, it will gradually become useful. Partly because of this, if we don't start now, all industries will run out of manpower. Unless all industries become more efficient, Japan will not be able to maintain its current status.

However, when I talk to people at companies about AI, they tend to think it's about data systems and say, ``The information systems department should do it.'' However, in reality, AI will be incorporated into all business operations from now on. If we feed that data, AI will be able to make decisions on its own and do things that have traditionally been done by humans more efficiently and quickly. It is important for humans and AI to work together to achieve what Mr. Hotta calls purpose (the future the company wants to realize), so I think all industries should do this right away.

plainFrom the perspective of DX in Japan, one good thing is that many things have been digitized due to the coronavirus. It would be difficult to introduce AI if everything was completed in an analog manner, so I think it's good that digitalization has progressed.

It is true that most of what is happening now is nothing more than ``digitization,'' so it is sometimes ridiculed as ``just playing DX.'' ” I think it’s okay.

This is because, if you think back to a few years ago, companies that are currently successful in DX, they were simply working on cost reductions without considering the strategic aspects of AI at all. However, even if I didn't understand something, I just tried it out and accumulated knowledge through failure. It's because of that period that DX is working so well now. So, I don't mind pretending to be DX, so let's try it first. I think it would be good if we could draw a harvest loop from there.

"Managers who do not understand the essence of DX should leave."

HottaWhen promoting DX, I get the impression that many people, especially in large companies, are worried about how to move the organization and how to connect individual measures with the overall strategy. As Mr. Natsuno said last time, in order to make DX work, a top-down approach is important, so if the top is not strong, DX will not be realized easily. Therefore, even if business managers think, ``Let's promote DX!'', they will hit a wall. Is there a good way to overcome this wall?

NatsunoPersonally, I believe that we will not be able to move forward into the next era unless the management team moves forward with DX, so I am taking responsibility for moving forward without assigning budgets to individual departments. However, there are probably many large companies where upper management is reluctant to make such decisions, or where there is no culture to make such decisions in the first place.

Under such circumstances, I think it is important for the people in the field to actually create and run "small loops" in order to gain the understanding of upper management regarding DX, especially things that take time like AI. However, this is not the usual path. To be honest, I think managers who can't understand the essence of DX should leave. However, when we look at the current situation in Japan, where there are many such managers, it is meaningful for the people in the field to run the loop and see it for themselves.

No matter how much you explain, ``If you analyze this kind of data in this way, you'll get this kind of result, and if you apply that and do this, you'll get this kind of effect.'' No matter how much you explain, there will always be people who say, ``There's no way it's going to work that well.'' . So, try it out and see some small successes first. Then, we persuade them by saying, ``Wouldn't it be even more amazing if we rolled this out across the company?'' It is important to create and show evidence to managers who do not understand the concept, or even if they do understand it but are not confident, in a way that makes them think, ``I can do it!''

HottaHarvest loops should be able to run not only double or triple loops, but also 100 loops at the same time in massively parallel processing, and once they start running, they will accelerate rapidly. However, it takes time to properly run the first loop, and it is difficult to see results in one month. Whether it's a small loop or a large loop, you won't be able to achieve full results unless you spend about two years working on it.

If we were to spend two years preparing a small loop, then another two years to roll it out company-wide, the hurdle would be whether we could wait that long.

NatsunoHowever, if it is a small loop, it may be possible to implement it within the department's budget. Large loops require large amounts of data, which inevitably increases the budget size. In that case, you can't just do it secretly behind the company's back. It is very important to start by creating one loop, even if it is on a small scale.

HottaIn a large company where things tend to move slowly, if you can pioneer a small loop on your own and get it to the point where it works, you have the potential to become a hero within the company.

plainWhether DX is successful or not depends on the purpose. Companies that have a clear vision of the future they want to aim for will find it easier to envision a harvest loop. There is no misalignment between individual measures and the overall perspective. However, in companies that do not even have a business philosophy or vision posted on their website, and whose purpose is unclear, ideas tend to come up sporadically, making it difficult to know where to start. Therefore, we must first clarify our purpose and instill it throughout the company.

Organizationally, commitment from the top is absolutely necessary. Recently, people like Fujitsu President Takahito Tokita have started calling themselves president and CDXO (chief digital transformation officer), which I think is wonderful. At the same time as the commitment from the top, it is great to have talented people at the field level who have worked in various departments and can see the overall picture. I think it will be easier to proceed with DX if both the top and the front lines, and those above and below, are aligned.

What about AI & DX for small and medium-sized enterprises/ventures?
──“I can’t do it because I don’t have money” is an excuse

HottaIn the case of large companies, the key seems to be to create a company-wide momentum toward realizing the purpose. On the other hand, how should venture businesses and small and medium-sized enterprises deal with AI? I would like to hear your honest opinion.

As someone who founded an AI venture myself, I am of the view that AI is of course necessary, but on the other hand, until Harvest Loop produces proper results, it will continue to be taken out, and to what extent will a venture without financial strength make upfront investment? There is an urgent question as to whether it can withstand this. I hear that you have invested in venture businesses, but what do you think about AI for ventures and small and medium-sized enterprises?

NatsunoFor both venture businesses and small and medium-sized businesses, technology is the only way to compete with large companies or to penetrate the markets held by large companies. From a technology perspective, the hottest weapon, the most cutting-edge, and the sharpest weapon right now is AI. This is because large companies have not yet taken full advantage of it.

If you can't use this as a weapon, I think you should quit your venture. There is a question of whether you can withstand the initial investment, but I think you should be ready for it when you start a venture. Rather, the problem for venture companies is that they cannot assign people in time. The more a venture grows, the more there is a shortage of human resources. If that happens, you will never win as long as you maintain the same level of productivity as large companies. Therefore, unless we make full use of technology and maximize productivity per person, we will not be able to compete. To achieve this, state-of-the-art weapons are essential. If you're going to start a business without that weapon, I think it's better not to start in the first place.

Moreover, there has never been an environment where it is easier for venture businesses and small and medium-sized enterprises to raise funds than there is now. Because I have extra money. So, now is a great opportunity to draw up a game plan, take risks, and jump in. There's no way you can miss this.

plainI have the same opinion,double harvestA good example is the American non-life insurance company ``Lemonade,'' which is introduced in ``Lemonade.'' In less than 6 years since their establishment, their market capitalization has exceeded 500 billion yen (as of April 2021). It's amazing that they've grown so much in just five years since they were founded, and they're creating services that are completely different from traditional insurance companies.

You can get insurance by just talking to a chatbot for about 90 seconds, and if an accident occurs, the money will be transferred within minutes. This kind of UX (user experience) is realized through AI. Even if existing insurance companies wanted to do the same thing, it would be difficult to do so because it would conflict with their traditional operations. This service was made possible because we are an unfettered startup.

Lemonade not only uses data obtained from chatbot interactions to provide a better UX, but also runs multiple loops at the same time, such as a loop to detect fraudulent charges. Masu. Since they were able to do this, I think we Japanese startups should continue to create similar examples.

HottaI also agree with Natsuno-san. Nowadays, several technologies, including AI, are emerging at the same time, and it is becoming increasingly difficult to compete without being able to use them. Moreover, no matter how slow the movement is, large companies will definitely catch up over a span of about five years. I think now is the time for highly agile ventures and small and medium-sized enterprises to utilize AI to pursue first-mover advantage.

For Mr. Natsuno, “double harvestWe received wonderful comments of recommendation, and we would like to continue to accelerate our efforts to support Japanese companies in implementing AI. Thank you for your time today!

(End of discussion)

Reprinted from: Diamond Online / Tsuyoshi Natsuno https://diamond.jp/articles/-/269477

Takeshi NatsunoPhoto: top President and Representative Director of Dwango Co., Ltd./Special Invited Professor, Graduate School of Media and Governance, Keio University Graduated from Waseda University, Faculty of Political Science and Economics, joined Tokyo Gas. Graduated from the University of Pennsylvania Graduate School of Business (Wharton School). After serving as vice president of a venture company, joined NTT Docomo. He launched many services such as ``i-mode'' and ``Osaifu-Keitai'' and served as an executive officer of Docomo. Currently, in addition to being a special guest professor at Keio University, he also serves as the president of Dwango Inc., the chairman of MovieWalker Inc., and a director of KADOKAWA, transcosmos, SEGA SAMMY Holdings, GREE, USEN-NEXT HOLDINGS, and Oracle Japan. In addition, he also serves as the project manager for the Ministry of Economy, Trade and Industry's unexplored IT human resources discovery and development project, as a consultant on the Tokyo Organizing Committee for the Olympic and Paralympic Games, and as a member of the Cabinet Secretariat Regulatory Reform Promotion Council.

Miku HiranoPhoto: Bottom left Cinnamon AI representative Serial entrepreneur. Completed graduate school at the University of Tokyo. Engaged in research on recommendation engines, complex networks, clustering, etc. It was twice selected for the IPA Unexplored Software Creation Project in 2005 and 2006. Founded Naked Technology while still in school. Develops and operates middleware that allows you to develop apps on iOS/Android/flip phones. In 2011, the company was sold to Mixi. She has received many awards both domestically and internationally, including ST.GALLEN SYMPOSIUM LEADERS OF TOMORROW, FORBES JAPAN "Entrepreneur Ranking 2020" BEST10, Woman of the Year 2019 Innovative Entrepreneur Award, VEUVE CLICQUOT BUSINESS WOMAN AWARD 2019 NEW GENERATION AWARD. He has also given a keynote speech at AWS SUMMIT 2019, Milken Institute Japan Symposium, 45th Japan-ASEAN Management Conference, Bloomberg THE YEAR AHEAD Summit 2019, etc. Since 2020, he has been appointed as a member of the Cabinet Secretariat IT Strategy Office and a special member of the Cabinet Office Tax Investigation Committee. From 2021, he will serve as an expert member of the Cabinet Office's Economic and Fiscal Policy Council. Mother of two children.

Hajime HottaPhoto: Bottom right Cinnamon Co., Ltd. Executive Officer/Futurist Born in 1982. Since his student days, he has been consistently engaged in artificial intelligence research such as neural networks, and at the age of 25 completed the doctoral program at Keio University Graduate School of Science and Engineering (Doctor of Engineering). Selected for the "IPA Unexplored Software Creation Project" in 2005 and 2006. Joined Sirius Technologies in 2005 and was responsible for the development of AdLocal, a location-based advertising distribution system. After founding Naked Technology while in school, he sold the company to mixi. Furthermore, he co-founded Cinnamon AI, the hottest AI startup that provides artificial intelligence business solutions such as AI-OCR, speech recognition, and natural language processing (NLP). Currently, he is active as a futurist at the company and is in a position to lead talented engineers in Southeast Asia. In addition, based on our philosophy of ``continuing to be an ally of innovators,'' we also provide advisory and coaching sessions for managers and leaders. While referring to the knowledge of cognitive science, we are exploring methodologies to increase the effectiveness of people and organizations. Lives in Malaysia. 『double harvest' is his first book.

"Double Harvest"

Book details and publicationhereYou can check from here.