Developing an Incubation Facility with a Dual Approach: "Business Design × Spatial Design". The Story of Creating "CRIK Shinanomachi" at Keio University (Part 2)

Keio University's incubation facility, the "Keio University Shinano-cho Research & Incubation Center ( CRIK Shinano-cho )," is a collaborative research hub utilizing medical data. Its unique feature is the ability to conduct multifaceted research and development—from Proof of Concept (PoC) to clinical trials and ultimately societal implementation—precisely because it is located within a hospital.

Dentsu Inc. provided end-to-end support for this facility, from conceptual planning to launch, through its newly launched "KU-KAN TSU-KAN" service.

This article features an interview about the project, facilitated by Yoshiaki Takai, Executive Producer at Dentsu Inc. Startup Growth Partners. In the second part, we spoke with Masaya Nakamura, Vice Dean (Innovation) of Keio University School of Medicine and Professor of Orthopedic Surgery at Keio University School of Medicine; Nobuaki Shindo, Head of the Innovation Promotion Headquarters and Head of the Startup Division at Keio University; and Akihiro Shimura and Ryo Okuda, who handle business design at Dentsu Inc.

Business Design Support Valuing "Keio's Unique Strengths"

Takai: "CRIK Shinanomachi" involved simultaneously advancing business design and spatial design, with support from Keio University. Based on the university's business concept, what did you prioritize in providing business design support, Mr. Shimura and Mr. Okuda?

Shimura: We established Dentsu Inc.'s business creation hub from scratch and operated it for five years starting in 2019. To sustain such a facility long-term, differentiation from other incubation hubs is essential. Since this facility is located on the 9th floor of Keio University's School of Medicine/University Hospital Building No. 2, we decided to prioritize differentiation in branding above all else during our support.

Okuda: Many incubation facilities today are pondering how to achieve originality in their concept development and operations. This facility offers an overwhelming sense of being on the front lines, enabling discussions with professors and doctors from Keio University's School of Medicine and Hospital, as well as collaborations leveraging the hospital's medical data (*). I sensed its potential to become a highly original hub not only in the hospital space itself but also in business design.

Takai: I supported the initial business planning, and Mr. Shimura emphasized, "Let's not consider business design in isolation; let's pursue it as a dual-track approach alongside spatial design." What aspects did you prioritize in shaping the business design?

Shimura: I prioritized the concept of "making people-centered healthcare the future common sense." I wanted to support the business design in a way that preserved this strength. Therefore, I supported the creation of a flexible initial business plan that allowed for profitability calculations from both sides: the uniqueness and value of the concept, and the efficiency of the facility itself.

Maximizing "Facility Value" Through In-Depth Discussions Based on Past Experience

Takai: Looking back on this initiative, what aspects do you feel hold value for Keio University?

Shindo: We had only one year from concept development to interior design, vendor selection, demolition and construction, financial planning, and coordination with relevant departments. This required a timeline-conscious internal consensus-building process. Particularly challenging was developing the business plan, as this was the university's first independently operated incubation facility. Dentsu Inc.'s diverse advice, drawn from their experience establishing and operating business creation hubs, proved immensely valuable. Based on Dentsu Inc.'s past achievements, we found it extremely valuable to be able to discuss matters thoroughly until we were fully satisfied.

Nakamura: Furthermore, by efficiently conducting deep discussions multiple times in a short period, moving back and forth between spatial design and business design, we were able to establish a shared understanding of the "ideal state" for this facility among all participating members at an early stage. From these deep discussions, we were also able to derive the concept of "ageing optimization" (the concept of increasing value over time; aiming for buildings and streetscapes to enhance their appeal and functionality as the years pass, creating a better environment for residents).

Takai: In the numerous meetings we held, we were led by talent like Mr. Shimura and Mr. Okuda, who handle business consulting and business design. Dentsu Inc. supports clients' overall corporate activities, not just advertising communication including creative production, and has abundant such talent, right?

Shimura: Yes. Dentsu Inc. has diverse talent, including Business Transformation (BX) consultants and recruitment consultants, achieving results that rival other consulting firms. A particular strength, I feel, is our ability to accompany clients' visions, acting as consultants without overly prioritizing efficiency alone.

This time, we fully leveraged our experience operating business creation hubs to share insights on common success and failure points. Crucially, we provided business design support based on a layout that capitalizes on the unique characteristics of a hospital. Even as the physical facilities gradually age, our ultimate goal is to help maximize the Lifetime Value (LTV) of everyone connected to the facility. That would be the greatest reward for our support.

Okuda: During our meetings, I felt your experience operating the business creation hub was incredibly valuable. You can look at facilities both domestically and globally to determine how best to showcase their unique characteristics as a business. You can then consider what the facility lacks and what is needed to bring out its originality, while also absorbing creative ideas. I believe this is a strength unique to Dentsu Inc., not found in other companies.

A hub for aspiring entrepreneurs at Keio University

Takai: What activities do you plan to conduct at this facility going forward?

Shindo: We will continue to build an incubation space. For example, as a showcase for the university's research outcomes, we will host workshops and hackathons (events where participants intensively focus on programming tasks, etc. over a short period) involving faculty and researchers, pitch events, business introductions by startups, various seminars to foster business growth, and presentations for Keio's incubation program ( KSIP: Keio Startup Incubation Program). We aim to create opportunities for encounters and exchanges among university faculty, researchers, students, facility tenants, entrepreneurs, and supporters.

Nakamura: Under the facility's core concept of "making people-centered healthcare the future common sense," we hope this space—leveraging its unique location within hospital grounds—will become a hub where like-minded healthcare professionals, startups across diverse fields, and major corporations gather to collaborate on research and development and grow together. Moving forward, we aim to go beyond the university's traditional roles of education and research. We will strive to translate the outcomes achieved here into societal implementation, contributing to the realization of a better society.

CRIK Shinanomachi has established a unique position as an incubation facility by leveraging the characteristics of a hospital setting. We hope you now understand how the development process—supporting both spatial design and business design simultaneously—was a key factor in shaping this facility's distinctiveness.

*The use of medical data is subject to review for each research project and requires patient consent.