Individual Growth Through Diverse Co-creation(1)

*Insights shared in this dialogue are personal and do not represent those of any organization.
*Affiliations and positions are current at the time of this writing (December 2025).
*The interview was conducted at MIRAI LAB PALETTE (MLP).

Four scenario ambassadors instrumental in developing the co-creation project Future Scenario 2040 share their stories. This group of science and engineering graduates joined the Future Co-creation Initiative in January 2023 as part of the second wave of members. They spent the first year producing an initial draft, which was refined in the second year and ultimately became the white paper Future Scenario 2040: Shaping Horizons of Uncertainty, initially published in English to reach global corporations and organizations.

They experienced the true meaning of co-creation by engaging with executives, researchers, and experts at home and overseas. The quartet of next-gen leaders shares lessons learned on-site and how those translated into personal growth.

Keisuke Takahata: Consensus-based decision-making stifles dialogue

Joining Yokogawa with a university degree in physics, Keisuke Takahata was assigned to the electronic engineering division and is currently developing sensors for industrial plants. He shares the incident which spurred his decision to join the Future Co-creation Initiative.

“I was unsuccessful in facilitating an in-house effort to map out the future. I had almost reached the end of my rope when they announced an internal call for ambassadors. I instinctively put up my hand.”

The Yokogawa Future Scenario began as a draft created by ambassadors and was refined through internal and external dialogue. This was followed by discussions with a US-based global research entity aimed at developing a white paper, in which Takahata played a key role.

“Our Future Scenario transcended countries and industries in scope to include B2B2C. We tried to develop content applicable to broader discussions of the future. To do so, we adopted a global perspective to assess, analyze, and validate relevant data and facts, culminating in the white paper.”

The process was an invaluable experience for Takahata.

Scenarios are drafted by integrating highly probable changes (megatrends) with two critical uncertainty factors impacting the future (scenario drivers). Although Takahata consulted repeatedly with the US team before settling on the scenario drivers, the process got off to a bumpy start.

In retrospect, Takahata feels the problem arose due to prioritizing consensus over his own judgment. This tendency is a spillover from his R&D work, in which solutions are reached through a consensus-based process.

The US team, meanwhile, were professionals who acted and responded quickly.

“Future Co-creation Initiative Project Leader Nobuyuki Tamaki advised me to abandon consensus building, which is time-consuming and rarely yields good outcomes. With that, I saw the light. Since we were debating issues with no clear or correct answers, I tried making tentative small decisions to spark positive discussion, consulting with members or experts on key points.”

Work is a series of choices. With that in mind, Takahata placed greater trust in his own decisions.

Driving change with a commitment to lead

Tamaki shares his thoughts on Takahata’s transformation.

“At first, he searched for the ‘right’ answer without vocalizing his thoughts and frustrations. However, because his collaborators were professionals from another culture, meaningful engagement required clear communication. I advised him to express his views candidly.”

Takahata nods in strong agreement.

“I understood that both the commitment to lead and the determination to follow through were key. Co-creation projects are challenging, so without that mindset, they won’t reach the finish line.”

Instead of poring over every document as he once did, Takahata now facilitates point-based discussion, significantly speeding up decision-making.

Takahata has applied his newfound wisdom in the workplace. He reaches out proactively to executives and managers potentially interested in leading global trends, organizing sessions to introduce new ideas and initiatives. He also hosts future scenario webinars for domestic and overseas Yokogawa group companies. This initiative caught the eye of senior management, leading to Takahata’s selection as a member of another cross-departmental project.

Jun Kobayashi: Breaking free from groupthink

Jun Kobayashi, who majored in industrial design, applies his expertise to the planning and designing of Yokogawa products and plant control rooms.

He worked with Takahata on refining the white paper. Kobayashi’s role involved updating their perspectives based on discussion with external executives. However, during this process, he frequently received feedback from Tamaki that “the discussion was falling into groupthink.”

“We would be huddled around the whiteboard, arms crossed, considering one hypothesis and pointing out that one thing or another would not work. Progress was slow, but people seemed satisfied with the discussions, and we felt we were making headway. So, at first, I did not know what was wrong. Then, at some point, Tamaki said, ‘All of you should try debating.’”

Kobayashi shared how he interpreted that feedback.

“Debate is all about engaging your own firm position with the differing opinions others hold. When individual colleagues express their opinions, differences become clear. It took time for me to understand that discussing these differences together produces good results.”

From then on, Kobayashi revamped his facilitating style.

“I began stating my opinions clearly, along with the reasons supporting them, instead of seeking alignment with others. Now I prepare for discussions more thoroughly than I used to.”

As a result, members are now communicating proactively and eliciting diverse opinions through free and open discussion.

Implementing future design

As a child, Kobayashi was drawn to “cars of the future” exhibited at motor shows. Nowadays, he leverages experience gained in future scenario planning in his professional future design work.

“Designers often glean user needs by listening to feedback and observing problems. My own focus now, however, is what changes will await users in 10 or 15 years.”

He has also begun making proposals applying future scenarios to enhance clients’ business strategies.

“We compare our future scenarios to trends envisioned in clients’ mid-term management plans and share any trends we spot which the client has overlooked. Clients seem delighted to have proposals offering a strategic edge.”

Part 2 of the interview focuses on two scenario ambassadors from the R&D department.

Left to right: Shinichi Chiyoda, Takeyuki Mogi, Jun Kobayashi, Keisuke Takahata (Yokogawa)

*Continued in Part 2