The society is also taking on many challenges and solutions for research and development of innovation and breakthroughs. I have been doing this for a long time. The special issue of this year's issue is the Innovation Exchange Subcommittee (visits to pioneering companies and research institutions in innovation). and the person in charge of promotion), Breakthrough Study Group (the person in charge of promotion who initiated the breakthrough) This is the culmination of many years of talks and friendly debates). Nine papers, including a summary, were published. The results of the research on innovation and breakthroughs, which have become an important issue for our country, are the result of many It is expected to be a useful reference for members of industry, government and academia, and help them to gain further insight into the future of Japan and make changes.

This paper is a summary and transition of the results of the Innovation Exchange Subcommittee and the Breakthrough Study Group.

Industrial paradigm change technologies have been implemented in society since 2012. This is a period of great change in the industrial structure. The transition of this innovation is extremely interesting. Breakthroughs have also been made in business models that create social and customer value, and from single fields to complex The company is making a major shift in its business, including business in the field of In the second half of this presentation, I will discuss the future of innovation and breakthroughs and how to solve Japan's problems. In the latter half of this report, I will discuss the future of innovation and breakthroughs and how to solve Japan's problems. In addition, in the face of Japan's deteriorating economy, we need to strengthen our management capacity to create new industries.

The purpose of this paper is to sort out the innovation organizational structure of large enterprises, to sort out the problems on resource rearrangement of existing businesses for innovation organizational activities, to analyze the actual activity examples of innovation organizations in large enterprises, and to give the guideline in considering future innovation organizational and activity methods.

This paper classifies the structure of the innovation organization of large enterprises into 3 types and clarifies the challenge of the innovation organization in the course toward the opening by the innovation organization activity departing from the independence principle. As a solution method of the organizational problems, this paper oversees the cooperation with the venture fund, the corporate venture capital organization, the corporate venture company system, the crowdfunding utilization, and the challenge of the enterprise to the consortium construction by the consortium, and gives suggestions on the ideal way of the activity of the future innovation organization.

An effective innovation policy is discussed using the method of future forecasting. The method used is characterized by integrating linear and nonlinear predictions and evaluating the impact. From the result and process, the factors which work on the future of Japanese enterprises were found, and the direction of the innovation promotion policy was extracted.

From a long-term perspective, changes in society and industry are accelerating, and in the next decade, a wave of innovation is expected to emerge more than ever before. Japan and Japanese companies are losing their competitiveness in innovation-creating formations. One of the fundamental factors behind this seems to be the inability to make appropriate use of future forecasts. This paper presents a tentative proposal for a policy of high importance that Japan should address. We also consider the impact on innovation of COVID-19 that are expected to have an impact on the future.

The author shows why breakthrough innovation is required in such era facing wicked issues. Recently the definition of breakthrough is changed to fit this era. To create breakthrough, the concept of augmentation is important. The author advocates Meta-Engineering as a new engineering required for augmentation. Meta-Engineering consists of Mining, Exploring, Converging, and Implementing. And also "Ba" or field, atmosphere, platform, etc.. is important to circulate these four processes successfully. The author shows several examples to explain this methodology.

Current status of start-up eco-system in Japan is described from the view-point of industry creation. Mechanism and required skills of venture capital business is analyzed and new approaches are proposed considering cultural difference of Japanese academia-industry structure and Silicon Valley model.

Digital transformation has become a hot topic. There are various perspectives such as "digital transformation is basically about strategy, not technology," and "organizational transformation that integrates digital technology and business processes into the digital economy." However, from the conventional Japanese IT investment trend, it seems obvious that it will have a major impact on Japan's industrial structure. Therefore, what kind of impact may occur will be examined from both the recent case analysis and the evaluation of the history to date. Then, the suggestions for the future are extracted from those findings.

Klaus Schwab, who is the founder and executive chairman of the World Economic Forum, published a book "The Fourth Industrial Revolution" in January 2016 and this word was spread to the world since then. The fourth industrial revolution began in the early 2010s and various X-Tech businesses such as AgriTech, EdTech, FinTech, HealthTech, HRTech, etc. have been growing. The author had been deeply involved in growing HRTech and EdTech businesses in Japan through industry-academia-government collaboration and the breakthrough structure in X-Tech businesses was clarified through the case studies of HRTech and EdTech businesses. Since X-Tech businesses were cross-industry new businesses and mostly public policy dependent, it was clarified that strategic PR (Public Relations) and GR (Government Relations) were important to develop new markets. And the approaches to grow the markets and businesses through strategic PR and GR were structured.

What should we do to "manage breakthroughs"? Why has Japan been lagging behind in innovation and breakthroughs to change its industrial structure?

Can we develop breakthroughs that enable Japan to take advantage of its superiority?

Including these issues, we will clarify the deployment structure of breakthrough management and discuss the following questions In this study, we explored the elements and processes in the uncertain environment of the future. Japan, too, is facing a "global breakthrough race" to develop new skills, cultivate fields, and develop new tools. We need to be prepared for this. The structure of the knowledge industrial revolution is giving rise to new industries and new convergent industries In addition to the artifact-based industries such as IT industry, the potential of the expansion and life sciences industries is huge. Therefore, it is urgent to reform management capacity and structure in response to the deepening of breakthroughs.

The digital transformation has increasingly been interested in since the DX (Digital Transformation) report published by the Ministry of Economy, Trade and Industry (METI) in 2018.

The author participated in the preparation of the DX report and DX promotion index as a member of the DX study group of the METI.

In this paper, we discuss what to do with digital transformation from the perspective of the knowledge integration. First, the relationship between digital transformation and knowledge integration is described. Next, we propose a knowledge integration process for DX. It also introduces two definitions of digital transformation and gives examples of integrating these definitions. Furthermore, we will discuss the relationship between the United Nations' efforts on SDGs and digital transformation from the perspective of knowledge integration.

Moore's Law is a rule of thumb that has guided "The transistor density doubles every 18 months." and semiconductor evolution. Semiconductors developed in accordance with this law have made it possible to miniaturize and enhance the performance of various devices. More importantly, the law incorporates an economic indicator of the "constant cost per unit area" of a chip, doubling its cost performance every 18 months. The impact of this change has affected not only industrial equipment but also consumer equipment, and the electronics industry has been able to develop together with semiconductors. Recently, however, miniaturization has made it difficult to continue Moore's Law, and we are about to enter a turning point that requires direction for the next evolution.

This paper examines how Moore's Law has continued for half a century, both technologically and economically, in order to gain insights into new evolutionary directions.