Office Chatani Inc. has announced the completion of the English Edition of the “Recommendations for Future CxOs” Trilogy – “A Compass for Leaders Who Create the Future,” now available on Amazon in 15 countries.

The first part of the trilogy, "Survival Strategy," offers advice on how to think and act in the VUCA era, a time of great change and uncertainty, while the second part, "Practical Implementation," offers ideas and guidelines for future CxOs to put into practice. Finally, the third part, "Future Outlook," focuses on essential areas in the future of management, explains the past and present while looking ahead to the future, and shares hints on building "vision and strategy."

This series is a collection of thoughts that the author, Masayuki Chatani, a former CEO, CTO, and CDO, wants to share with the next generation, and is filled with topics that seek to guide those who are trying to create new things in the future. It also serves as a guidebook for future creative minds such as middle school, high school, and college students.

The cover of each book features a digitized version of one character of "Shuhari" by the author Masayuki Chatani, who is also a calligrapher (calligrapher name: KouTetsu Chatani), which was exhibited at the Independent Calligraphy Exhibition in January 2021 at the National Art Center, Tokyo.

Survival Strategy Physical: https://www.amazon.com/dp/B0F1T7QHGV Practical Implementation Physical: https://www.amazon.com/dp/B0FB8VWQG7 Future Outlook Physical: https://www.amazon.com/dp/B0FJLPC3DJ

[Background of Publishing] The relative position of Japanese companies in the global economy has declined since its peak during the bubble of the late 1980s. In addition, the declining birthrate and aging population has put the future of the Japanese economy and society in jeopardy. On the other hand, internet and digital technology companies established in the United States since the 1990s have become world leaders.

With these things in mind, author Masayuki Chatanii, who has previously served as CTO and EVP of Sony's PlayStation division, executive officer of AI at Rakuten, CDO of KPMG Japan, CEO of KPMG's digital subsidiary KPMG Ignition Tokyo, and Japan Head of Build by McKinsey of McKinsey '&amp; Company, has found that there are many business people in Japan who want to break away from the status quo. He has decided to pass on his suggestions for the next generation who will create new value in the future, based on his 30-plus years of experience in cutting-edge technology development and digital business management.

Having held multiple CxO positions, including CEO, CTO, and CDO, and having worked at companies including Sony and Rakuten, and professional services firms such as KPMG and McKinsey, the author hopes that this book of practical, broad-ranging, and in-depth recommendations will be of use to leaders aspiring to become CxOs in the future.

The "A Compass for Leaders who Create the Future" trilogy will be available in both physical and digital formats through Amazon in the following countries: United States, United Kingdom, Germany, France, Spain, Italy, Japan, Netherlands, Brazil (eBook only), Canada, Mexico (eBook only), Australia, India (eBook only), Poland (eBook only), and Sweden (eBook only).

[Author Masayuki Chatani] From 2014 to 2018, Chatani was an executive officer in charge of AI at Rakuten, where he developed and operated conversational AI solutions. From 2019 to 2022, he served as the first Representative Director and CEO of KPMG Ignition Tokyo, a digital group company of the auditing firm KPMG, and as CDO and partner at KPMG Japan, where he promoted the digitalization and AI adoption of compliance professional services such as audits and taxation. From 2022 to 2024, he was the head of McKinsey &amp; Company's Build by McKinsey Japan. In July 2024, he published "Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation."

Currently, he supports companies in their creative management as the representative director of Office Chatani Co., Ltd. (http://www.office-chatani.com).

A guide for future CxOs, based on the insights of Masayuki Chatani, ex-CTO of PlayStation and ex-Japan Head of Build by McKinsey, has been released in English. Office Chatani Inc. has announced the completion of the English Edition of the “Recommendations for Future CxOs” Trilogy – “A Compass for Leaders Who Create the Future,” now available on Amazon in 15 countries.The first part of the trilogy, "Survival Strategy," offers advice on how to think and act in the VUCA era, a time of great change and uncertainty, while the second part, "Practical Implementation," offers ideas and guidelines for future CxOs to put into practice. Finally, the third part, "Future Outlook," focuses on essential areas in the future of management, explains the past and present while looking ahead to the future, and shares hints on building "vision and strategy."This series is a collection of thoughts that the author, Masayuki Chatani, a former CEO, CTO, and CDO, wants to share with the next generation, and is filled with topics that seek to guide those who are trying to create new things in the future. It also serves as a guidebook for future creative minds such as middle school, high school, and college students.The cover of each book features a digitized version of one character of "Shuhari" by the author Masayuki Chatani, who is also a calligrapher (calligrapher name: KouTetsu Chatani), which was exhibited at the Independent Calligraphy Exhibition in January 2021 at the National Art Center, Tokyo.Survival Strategy Physical: https://www.amazon.com/dp/B0F1T7QHGV Practical Implementation Physical: https://www.amazon.com/dp/B0FB8VWQG7 Future Outlook Physical: https://www.amazon.com/dp/B0FJLPC3DJ [Background of Publishing] The relative position of Japanese companies in the global economy has declined since its peak during the bubble of the late 1980s. In addition, the declining birthrate and aging population has put the future of the Japanese economy and society in jeopardy. On the other hand, internet and digital technology companies established in the United States since the 1990s have become world leaders.With these things in mind, author Masayuki Chatanii, who has previously served as CTO and EVP of Sony's PlayStation division, executive officer of AI at Rakuten, CDO of KPMG Japan, CEO of KPMG's digital subsidiary KPMG Ignition Tokyo, and Japan Head of Build by McKinsey of McKinsey '&amp; Company, has found that there are many business people in Japan who want to break away from the status quo. He has decided to pass on his suggestions for the next generation who will create new value in the future, based on his 30-plus years of experience in cutting-edge technology development and digital business management.Having held multiple CxO positions, including CEO, CTO, and CDO, and having worked at companies including Sony and Rakuten, and professional services firms such as KPMG and McKinsey, the author hopes that this book of practical, broad-ranging, and in-depth recommendations will be of use to leaders aspiring to become CxOs in the future.The "A Compass for Leaders who Create the Future" trilogy will be available in both physical and digital formats through Amazon in the following countries: United States, United Kingdom, Germany, France, Spain, Italy, Japan, Netherlands, Brazil (eBook only), Canada, Mexico (eBook only), Australia, India (eBook only), Poland (eBook only), and Sweden (eBook only).[Author Masayuki Chatani] From 2014 to 2018, Chatani was an executive officer in charge of AI at Rakuten, where he developed and operated conversational AI solutions. From 2019 to 2022, he served as the first Representative Director and CEO of KPMG Ignition Tokyo, a digital group company of the auditing firm KPMG, and as CDO and partner at KPMG Japan, where he promoted the digitalization and AI adoption of compliance professional services such as audits and taxation. From 2022 to 2024, he was the head of McKinsey &amp; Company's Build by McKinsey Japan. In July 2024, he published "Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation."<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/91a4a95c-428d-4593-de88-06e39437f700/public" alt="Image" /><img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/179b460f-035d-4cc9-b8c7-f5ef207ed900/public" alt="Image" />Currently, he supports companies in their creative management as the representative director of Office Chatani Co., Ltd. (http://www.office-chatani.com).<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/7aa15992-c929-4e93-d7e8-b63e13363000/public" alt="Image" />

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A guide for future CxOs, based on the insights of Masayuki Chatani, ex-CTO of PlayStation and ex-Japan Head of Build by McKinsey, has been released in English.

“A Compass for Leaders Who Create the Future,” a trilogy of books on leadership skills, is now Available in English

Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.

Background The world is currently in what has been called the VUCA era, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.

Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company - Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”

Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research Data

This article is a continuation of Part 1. URL：https://myfox8.com/business/press-releases/ein-presswire/827573911/part-1-creativity-tops-the-list-office-chatani-reveals-key-traits-of-intrapreneurs-in-major-japanese-corporations/

- The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” Companies who indicated the presence of intrapreneurs at their company were then asked “What is the most important factor for the success of intrapreneurs at your company?”, to which 19.4% said “A corporate culture that is tolerant of new challenges.” In second place, “Support and understanding from management” and “An evaluation and reward system to encourage new challenges” were tied at 17.5%. Based on these results, it was found that many managers consider “a corporate culture that is tolerant of new challenges” to be the most important factor for the success of intrapreneurs.

Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company Next, managers that indicated there were no intrapreneurs at their company were asked “Are you taking initiatives to cultivate intrapreneurship in your company?” 48.0% of respondents answered “No, and we have no plans to in the future,” while 26.0% said “No, but we’d like to consider such initiatives in the future,” 14.0% said “We are working hard on such initiative and have a number of measures in place,” and finally 12.0% responded that “We have some measures in place but they are limited.” Based on these results, it has become clear that over 70% of companies without intrapreneurs are not currently taking initiatives to develop them.

Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship Following this, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What initiatives are you taking to develop intrapreneurs at your company?” The top answers were “Providing training and educational opportunities for new business” at 69.2%, “Promoting interdepartmental collaboration” at 53.9%, and “Reviewing corporate structure” at 46.2%. Based on these results, it can be said that “providing training and educational opportunities for new business” is the most common initiative for cultivating intrapreneurship.

Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.” Finally, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What are the challenges and obstacles for cultivating intrapreneurship in your company?” The top answers were “Lack of a role model in the company” with 53.9%, “Lack of internal resources (time, budget, personnel)” with 46.2%, and “Lack of a system or culture to evaluate challenges” with 38.5%. Based on these results, it has been found that many managers find the lack of a role model within the company to be a major challenge.

Summary Based on this survey, it has been found that the majority of large companies with over 1,000 employees have intrapreneurs within their organization, and the most common age group for these intrapreneurs is 40-49. In addition, the most common shared traits and skills are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action,” while the most common initiative for companies with these human resources is “supporting internal and external personal networking” and “a corporate culture that is tolerant of new challenges” is considered to be the most important factor for cultivating intrapreneurship. When it comes to companies without intrapreneurs, it was found that over 70% are not taking initiatives to develop intrapreneurs within their company. As for the ones that are taking such initiatives, the most common is “providing training and educational opportunities for new business,” while the biggest hurdles for succeeding in this development are “a lack of a role model in the company”, “a lack of internal resources (time, budget, personnel)”, and “a lack of a system or culture to evaluate challenges.”

These results show that the most common shared traits and skills for intrapreneurs working within an organization are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action.” Office Chatani, Inc. offers “management support services” to develop “creative human resources.”

Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.com

Office Chatani, Inc. supports creative management.

CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.Background The world is currently in what has been called the VUCA era, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company - Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research DataThis article is a continuation of Part 1. URL：https://myfox8.com/business/press-releases/ein-presswire/827573911/part-1-creativity-tops-the-list-office-chatani-reveals-key-traits-of-intrapreneurs-in-major-japanese-corporations/- The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” Companies who indicated the presence of intrapreneurs at their company were then asked “What is the most important factor for the success of intrapreneurs at your company?”, to which 19.4% said “A corporate culture that is tolerant of new challenges.” In second place, “Support and understanding from management” and “An evaluation and reward system to encourage new challenges” were tied at 17.5%. Based on these results, it was found that many managers consider “a corporate culture that is tolerant of new challenges” to be the most important factor for the success of intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/ec4a75cf-1e6d-4311-97d4-14dccbc6ea00/public" alt="Image" />Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company Next, managers that indicated there were no intrapreneurs at their company were asked “Are you taking initiatives to cultivate intrapreneurship in your company?” 48.0% of respondents answered “No, and we have no plans to in the future,” while 26.0% said “No, but we’d like to consider such initiatives in the future,” 14.0% said “We are working hard on such initiative and have a number of measures in place,” and finally 12.0% responded that “We have some measures in place but they are limited.” Based on these results, it has become clear that over 70% of companies without intrapreneurs are not currently taking initiatives to develop them.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/7bdf6df8-2574-4e1d-efcf-d4de5c4d7600/public" alt="Image" />Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship Following this, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What initiatives are you taking to develop intrapreneurs at your company?” The top answers were “Providing training and educational opportunities for new business” at 69.2%, “Promoting interdepartmental collaboration” at 53.9%, and “Reviewing corporate structure” at 46.2%. Based on these results, it can be said that “providing training and educational opportunities for new business” is the most common initiative for cultivating intrapreneurship. <img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/9215e1b4-6fdb-41f3-7af2-5b179391a500/public" alt="Image" />Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.” Finally, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What are the challenges and obstacles for cultivating intrapreneurship in your company?” The top answers were “Lack of a role model in the company” with 53.9%, “Lack of internal resources (time, budget, personnel)” with 46.2%, and “Lack of a system or culture to evaluate challenges” with 38.5%. Based on these results, it has been found that many managers find the lack of a role model within the company to be a major challenge.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/12bd5b1e-3ae4-4533-b2db-e9d188eaac00/public" alt="Image" />Summary Based on this survey, it has been found that the majority of large companies with over 1,000 employees have intrapreneurs within their organization, and the most common age group for these intrapreneurs is 40-49. In addition, the most common shared traits and skills are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action,” while the most common initiative for companies with these human resources is “supporting internal and external personal networking” and “a corporate culture that is tolerant of new challenges” is considered to be the most important factor for cultivating intrapreneurship. When it comes to companies without intrapreneurs, it was found that over 70% are not taking initiatives to develop intrapreneurs within their company. As for the ones that are taking such initiatives, the most common is “providing training and educational opportunities for new business,” while the biggest hurdles for succeeding in this development are “a lack of a role model in the company”, “a lack of internal resources (time, budget, personnel)”, and “a lack of a system or culture to evaluate challenges.”These results show that the most common shared traits and skills for intrapreneurs working within an organization are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action.” Office Chatani, Inc. offers “management support services” to develop “creative human resources.”Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.comOffice Chatani, Inc. supports creative management.CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Survey report

Part 2: Creativity Tops the List - Office Chatani Reveals Key Traits of Intrapreneurs in Major Japanese Corporations

Background The world is currently in what has been called the VUCA age, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.

Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”

Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” For the first question, “Do you have any “intrapreneurs” in your company?”, the top responses were “No.” with 46.7%, “Yes, a fixed number.” with 32.7%, and “Yes, we have many.” at 20.6%. Through these responses, it was found that more than half of companies with over 1,000 employees have intrapreneurs.

The largest age group for “intrapreneurs” is 40-49 The next question was “What is the largest age group for intrapreneurs active in your company?” The top two responses were 40-49 (40.4%) and 30-39 (19.3%), so it was found that the most common age group for intrapreneurs was 40-49.

- The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action Following that, respondents were asked “What are the common traits or skills among intrapreneurs active in your company?” The top responses were “Creativity and Imagination” with 54.4%, “Business Strategy Acumen” with 50.9%, and “Autonomy and Independent Action” with 49.1%. In addition, a number of other options outside the top three exceeded 40%, meaning that a large number of traits and skills are common among intrapreneurs.

- Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs Next, companies that indicated that they have intrapreneurs in their company were asked “How do you develop intrapreneurs at your company?”, with the top answers being “By supporting internal and external personal networking” with 43.9%, “By introducing an internal entrepreneurship system and new business solicitation system” with 42.1%, and “Through mentorship by management and senior employees,” “By participating in external training and seminars,” and “by introducing an evaluation and reward system that encourages proactive challenges” each tied at 38.6%. Based on these results, it was found that many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs.

Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.Background The world is currently in what has been called the VUCA age, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research DataAmong companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” For the first question, “Do you have any “intrapreneurs” in your company?”, the top responses were “No.” with 46.7%, “Yes, a fixed number.” with 32.7%, and “Yes, we have many.” at 20.6%. Through these responses, it was found that more than half of companies with over 1,000 employees have intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/4928a8eb-1783-4079-a9f2-0dbd3214b100/public" alt="Image" />The largest age group for “intrapreneurs” is 40-49 The next question was “What is the largest age group for intrapreneurs active in your company?” The top two responses were 40-49 (40.4%) and 30-39 (19.3%), so it was found that the most common age group for intrapreneurs was 40-49.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/af32c5a8-1d56-4ab2-4f0c-bde14e636000/public" alt="Image" />- The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action Following that, respondents were asked “What are the common traits or skills among intrapreneurs active in your company?” The top responses were “Creativity and Imagination” with 54.4%, “Business Strategy Acumen” with 50.9%, and “Autonomy and Independent Action” with 49.1%. In addition, a number of other options outside the top three exceeded 40%, meaning that a large number of traits and skills are common among intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/e85e4ada-bd84-4881-fc8b-5f96a9431600/public" alt="Image" />- Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs Next, companies that indicated that they have intrapreneurs in their company were asked “How do you develop intrapreneurs at your company?”, with the top answers being “By supporting internal and external personal networking” with 43.9%, “By introducing an internal entrepreneurship system and new business solicitation system” with 42.1%, and “Through mentorship by management and senior employees,” “By participating in external training and seminars,” and “by introducing an evaluation and reward system that encourages proactive challenges” each tied at 38.6%. Based on these results, it was found that many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/54aa35f0-e7dd-4a36-cd0d-e3998bff4800/public" alt="Image" />Continues in Part 2.Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.comOffice Chatani, Inc. supports creative management.CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.