The Tokyo Consortium held an event on Friday, February 2023, 2 at the Shibuya Solasta Conference on the theme of "How overseas startups and Japanese companies should collaborate." On the day of the event, a panel discussion was held with four people on stage: Katsuro Tasaka from Shibuya Ward, Mari Nishiyama from Stripe Japan Inc., Ron Drabkin from Miles Japan Inc., and Abidova Fariza from Trusted Inc. I did.
Shibuya Ward is working to support startups with three themes: ecosystem construction, demonstration implementation, and internationalization. In order to respond to all the issues faced by startups, the ecosystem creates subcommittees based on the issues and supports the efforts of startups while involving large companies. Regarding demonstration implementation, we are building a system that allows Shibuya residents who have registered as monitors to participate in demonstration implementation, mainly targeting startups doing B to C business. Regarding internationalization, in order to attract a variety of overseas startups, we are specifically working on issuing various types of visas for startups, inviting international events, and operating media that introduces Japanese startup events and companies. is. Furthermore, we have launched SHIBUYA STARTUP SUPPORT and are working with large companies to provide support in the "growth" phase after attracting startups.
Issues that have come to light include language issues for investors, local governments, and large companies, issuance of visas to invite diverse human resources, and adequate support in daily life.
Mr. Nishiyama served as the moderator, Mr. Fariza spoke from the perspective of working on projects aimed at collaboration between Japanese companies and overseas startups, and Mr. Drabkin spoke from the perspective of foreign startups and investors who have successfully expanded into Japan, and Mr. Drabkin spoke from the perspective of supporting overseas startups to expand into Japan. Mr. Tasaka held a panel discussion on collaboration between Japanese companies and overseas startups.
テーマ①：日本企業と海外スタートアップの連携に関する現状と課題
The current situation of Japanese companies in collaboration with overseas startups can be roughly divided into two types: Japanese companies that have been strengthening their collaboration for a long time, and Japanese companies that want to collaborate but do not know where to start. In the former case, there are many cases in which the investment in a startup itself is successful but fails to involve the entire company, resulting in failure without being able to foster synergy in collaboration with overseas startups.In the latter case, investment in overseas startups There are many cases where people have done enough research on information, but have not taken any concrete action.
The reason why collaborations with overseas startups have not been successful is that the company as a whole, especially management, does not fully understand the reasons for collaboration and its benefits. Due to the vertically-segmented system unique to large companies, there is a disconnect between the direction of open innovation promotion departments and business management departments, and it takes time for business management to understand the benefits of collaboration with startups and make decisions.
It is difficult to immediately change the organizational structure of large Japanese companies, but for example, as can be seen in large European companies, by completely separating the innovation promotion team and creating a separate company, projects can be run freely and If successful, I believe that large Japanese companies will be able to successfully collaborate with overseas startups by utilizing the method of doing it at their headquarters.
テーマ②：海外スタートアップとの連携に向けて、日本企業が理解すべきことや必要なマインドセット
In order to collaborate and foster synergies with overseas startups, Japanese companies are required to take a company-wide approach, not just their innovation promotion teams. In particular, management tends to be cautious about collaborating with overseas startups, but it is possible for innovation promoters to gain company-wide agreement by repeatedly explaining logically to management the reasons for collaborating with startups. It will be important. I would like to encourage collaboration by following the advanced examples of startup collaborations of large overseas companies and by directly contacting those who have succeeded in fostering collaboration and synergy.
Additionally, the lack of a sense of purpose among Japanese people has been raised as an issue in Silicon Valley. Specifically, there were opinions that they did not know what the purpose of Japanese people visiting Silicon Valley was, and opinions that they only wanted to obtain information but not provide any information at all. In order to solve this issue, it is necessary to foster a sense of purpose among Japanese companies regarding collaboration with overseas startups, by holding workshops to deepen their thinking about the reasons for collaborating with overseas startups.
We received the following three main questions from the participants of this event, and the four speakers answered them.
質問①：日本企業が最適な海外のスタートアップを見つける方法について
First, it is important to determine the purpose of collaborating with overseas startups and then search for startups that meet the conditions. However, there are many cases where we try to contact startups but do not receive any response from them. Therefore, it is necessary to establish a concrete idea of the project, set performance conditions for the startup company that corresponds to it, and think about synergies, etc. before selling directly to the startup. Another option is to approach overseas startups indirectly by leveraging networks with investors, venture capital, and accelerators that have connections with overseas startups.
質問②：海外のスタートアップにとっての日本企業の強み
One of the strengths of Japanese companies when overseas startups collaborate with Japanese companies is the Japanese national character, such as the ability to think from a long-term perspective. Furthermore, Japanese companies can also enjoy the benefit of being able to quickly and efficiently create new things by collaborating with overseas startup companies that have new perspectives.
質問③；言語の壁等の障壁がある中で、海外スタートアップ企業と連携するメリットを経営層に伝える方法
First, it is important to overcome the language barrier by assigning bilingual staff who are fluent in English and Japanese, mainly in departments that collaborate with overseas startups, such as the innovation promotion department and research department. Then, in order to change the mindset of management, it is important to find a method that takes into account the characteristics of each company and provide logical explanations to management. At that time, it is also useful to have people participate in ecosystem events and provide a place where they can receive raw opinions from the perspectives of diverse stakeholders.
