GNUS Inc.conducted a survey of 500 executives at large corporations engaged in DX, asking questions such as "Are you satisfied with your company's DX results?" and "What do you prioritize in DX promotion?" The results provided valuable insights for companies undertaking DX. In the second part of the interview, we asked Yusuke Kuribayashi, who has been involved with GNUS since its founding, for hints on finding the breakthrough for DX success based on the survey results.
The Key to DX Success Lies in Development via "Agile Processes"
GNUS Inc. Yusuke Kuribayashi
Q. What kind of feedback have you received since publishing the survey results?
Kuribayashi: It's still early days since the announcement, so we haven't received a huge volume of feedback yet. However, we have heard voices of agreement, such as "Product development is indeed crucial for DX," and "It's necessary to think about what can be done concretely, not just the vision." Furthermore, the number of downloads for the document summarizing the survey results is steadily increasing, which makes us feel that many companies are indeed struggling with their own DX initiatives.
As introduced in the first part, this survey revealed that creating concrete services and products, and presenting them tangibly to uncover genuine user needs, are crucial for DX success. This approach is called "Product Led Transformation," but it hasn't gained much traction in Japan yet. GNUS Inc. intends to actively promote it, using this data as supporting evidence.
Q. Based on these survey results, what is most important for DX success?
Kuribayashi: The most critical factor is likely the "agile process" – creating a concrete product early on and iteratively testing and improving it to enhance its quality. Agile processes require close collaboration between business and development teams to succeed, and it's essential to incorporate direct customer feedback into development. Therefore, at GNUS Inc., we also provide in-house development support after releasing services or products, enabling each client company to independently advance their system construction.Specifically, we build a system centered around the development team that enables continuous updates. We involve client-side project managers and engineers within this framework, gradually supporting them to become self-sufficient. Additionally, since projects can stall without ensuring skill levels, we concurrently transfer skills through on-the-job training (OJT).
Q. I imagine GNUS Inc. receives various consultations regarding DX. Through these, what challenges do you perceive exist for DX in Japan?
Kuribayashi: The biggest issue is undoubtedly the shortage of talent. Regarding the lack of DX personnel, the Ministry of Economy, Trade and Industry published a 2021 survey titled "Survey on Digital Talent Collaborating with Companies." According to this, the most critically lacking roles are DX producers, product managers, and business designers.Furthermore, in our own recent survey, when we asked, "What talent is currently lacking in your company to drive DX forward?", many companies similarly responded that they lack DX producers/product managers. In other words, even before building the hardware, there is a shortage of people who can plan and coordinate projects and who can actually think about what kind of products should be created.
Q. Do companies consulting with GNUS Inc. typically have a clear idea of what specific roles they lack within their organization?
Kuribayashi: Many companies seem unaware that they lack personnel to plan and drive DX projects.Especially in the early stages, we often received inquiries like, "If we had engineers, we could probably manage," or "If we had designers..." GNUS Inc. would then respond, "We have excellent engineers and designers available." However, we came to realize that without starting with consulting on "What do we want to achieve?" and "How should we execute it?" it's difficult to proceed smoothly. Therefore, we now focus on incorporating individuals who can design the overall strategy into the team, rather than just introducing engineers or designers.
Building the foundational systems is crucial for creating a great product
Q. What's the background behind so many companies wanting to start their DX efforts by assigning engineers or designers?
Kuribayashi: I think it often stems from a mindset of "We just want to build an app" rather than a clear vision of what they want to achieve. While it's possible to build an app without significant effort or budget, simply having an app doesn't fundamentally transform a business. So, we explain to clients that building the foundation is crucial for business growth. For example, you need mechanisms to understand real customer needs and internal systems to enhance the product's value.
Specifically, we start by building a business model for acquiring customers and create a roadmap for integrating existing business elements into that model. We also prioritize developing comprehensive business plans and setting phase-specific goals.
Companies like ours are often expected by clients to deliver innovative ideas or exciting UX. However, to create truly good products that people will use daily, it's essential to start with grounded planning, design aligned with user needs, and mechanisms for continuous improvement.
Q. It's surprisingly harder to create a menu like a daily set meal that you never tire of eating than it is to make delicious dishes with premium ingredients, right? The same applies to ideas—it's difficult to conceive something people will want to use daily.
Kuribayashi: Exactly. When developing a product, it's tempting to focus on adding novel features or making bold design changes. But I believe solving users' problems one by one can ultimately lead to greater success. To create something people can use daily without stress, it's crucial to listen closely to user feedback and make steady, incremental improvements.
When tackling DX, many companies might be enthusiastic about creating "groundbreaking products that capture the world's attention!" Of course, envisioning such ideals isn't wrong, but it's also necessary to consider whether that truly translates into a product that genuinely benefits users.
The information published at this time is as follows.
After gaining experience at Silicon Valley startup Gigster, I joined GNUS Inc., an innovation consulting and software development company within the Dentsu Group. I am responsible for planning software-driven business innovation initiatives.
