Mitsubishi Electric's Transformation into an Innovative Company #InnerSourceSummit2025 🔗 **Source:** [Mitsubishi Electric's Transformation into an Innovative Company #InnerSourceSummit2025](https://www.youtube.com/watch?v=4I4ZvqS0-Ro) > [!note]+ Document Notes > tags: [inner-source, digital-transformation, manufacturing, japan, corporate-innovation] > author: InnerSource Commons > source: YouTube > reference: https://www.youtube.com/watch?v=4I4ZvqS0-Ro > date created: 2024-12-19 10:30 > > # 🏷️ Title: Mitsubishi Electric's Transformation into an Innovative Company #InnerSourceSummit2025 > <!-- deep-read:sections start --> ## 🧰 Action Inbox - [H1] Establish Open Source and Inner Source Program Office — Consider including "inner source" in organizational name for clarity #ospo - [H2] Create co-creation physical spaces — Design round communication spaces and informal gathering areas #innovation - [H3] Implement cross-business data sharing platform — Break down silos through unified digital platform #platform ## 🧭 Table of Contents - [📝 Summary](#-summary) - [📖 Main Content](#-main-content) - [🗒️ Notes](#️-notes) - [📚 References](#-references) - [🗣️ Paraphrase](#️-paraphrase) - [📰 Newsletter](#-newsletter) - [✅ Action Items](#-action-items) - [🧪 Hypotheses](#-hypotheses) - [📊 Methodology](#-methodology) - [❓ Questions](#-questions) - [🔮 Future Research](#-future-research) - [💡 Implications](#-implications) - [🧠 Learning Styles Assessment](#-learning-styles-assessment) - [📊 Accessibility Assessment](#-accessibility-assessment) - [🌍 DEIB Assessment](#-deib-assessment) - [✅ Logical Validity](#-logical-validity) - [🛡️ DARVO Analysis](#-darvo-analysis) - [🎯 Conclusion](#-conclusion) ### 🔗 References - [InnerSource Commons](https://innersourcecommons.org/) - [Mitsubishi Electric Corporation](https://www.mitsubishielectric.com/) ## 📝 Summary - Mitsubishi Electric's executive officer Yusuke Shijiki presents the company's transformation strategy at InnerSource Summit 2025 - The company is leveraging inner source to break down silos across diverse business units (electronics, aerospace, semiconductors) - Three key initiatives: business model transformation, digital platform strengthening, and mindset transformation - Serendi platform combines data from "home to outer space" to create cross-business synergies - OSPO established in April 2024, renamed to include "inner source" in October - potentially first organization to do so - Early results show 22% faster development cycles, targeting 50% reduction in development lead time ## 📖 Main Content Yusuke Shijiki, Executive Officer of Mitsubishi Electric's Corporate Manufacturing and Engineering Group, explains how the company is transforming from a siloed organization into an innovative company through inner source practices. With experience spanning defense systems, spacecraft communication, and satellite development since 1989, Shijiki established the company's Open Source Program Office with a clear mission to promote inner source collaboration. The transformation centers on three initiatives: business model transformation through data utilization, strengthening digital platforms (particularly generative AI), and mindset transformation to expand their DX talent pool from 10,000 to 20,000 people by 2031. The Serendi platform serves as their innovation hub, combining "serendipity and digital engineering" to create cross-business services. Mitsubishi Electric's diverse portfolio - spanning home electronics, factory automation, semiconductors, and satellites - presents both strengths and challenges. While this diversity offers unique capabilities, different business domains traditionally operated in silos. Inner source enables teams to share knowledge, skills, and best practices across these boundaries, accelerating co-creation and synergy. ## 🗒️ Notes #### ⏱️ [00:00](https://youtu.be/4I4ZvqS0-Ro?t=0) — [H1] Welcome and Introduction - Key idea: Executive officer welcomes attendees to InnerSource Summit 2025 at Serendi Yokohama - Evidence: "I am Yusuke Shijiki, executive officer of corporate manufacturing and engineering group" #### ⏱️ [01:30](https://youtu.be/4I4ZvqS0-Ro?t=90) — [H2] Personal Background and Mission - Key idea: 35+ years at Mitsubishi Electric spanning defense, space systems, and satellites - Evidence: "I joined Mitsubishi electric in 1989... develop many kinds of satellites" #### ⏱️ [03:15](https://youtu.be/4I4ZvqS0-Ro?t=195) — [H3] Personal Purpose and OSPO Decision - Key idea: Co-creation is essential for connecting technology to next generation - Evidence: "with smile on our faces move ahead to hand the future to the next generation" #### ⏱️ [04:00](https://youtu.be/4I4ZvqS0-Ro?t=240) — [H2] Company Overview and Diversity Challenge - Key idea: Wide business range creates strength but also silos between domains - Evidence: "diversity is our strength but it also present challenges. Different business fields domains often work in silos" #### ⏱️ [05:20](https://youtu.be/4I4ZvqS0-Ro?t=320) — [H1] Three Key Transformation Initiatives - Key idea: Business model transformation, digital platform strengthening, mindset transformation - Evidence: "we are focusing on three key initiatives" #### ⏱️ [06:00](https://youtu.be/4I4ZvqS0-Ro?t=360) — [H1] Serendi Platform Introduction - Key idea: Digital platform for cross-business services through data utilization - Evidence: "Serendi comes from two words serendipity and digital engineering" #### ⏱️ [07:30](https://youtu.be/4I4ZvqS0-Ro?t=450) — [H3] Data Collection Scope - Key idea: Data collected from every domain from home to outer space - Evidence: "Data is collected from every domain from home to outer space" #### ⏱️ [08:45](https://youtu.be/4I4ZvqS0-Ro?t=525) — [H3] Physical Co-creation Spaces - Key idea: Serendi Yokohama designed as innovation hub with unique communication spaces - Evidence: "this round space is designed for two-way communication... two unique stones chashitu and snack" #### ⏱️ [10:30](https://youtu.be/4I4ZvqS0-Ro?t=630) — [H2] Business Model Transformation Details - Key idea: Leveraging data through components to create services and enhance offerings - Evidence: "circulate data and create services expand the experience and enhance component" #### ⏱️ [11:45](https://youtu.be/4I4ZvqS0-Ro?t=705) — [H2] Digital Platform and AI Focus - Key idea: Generative AI driving operational efficiency and autonomous production response - Evidence: "doubling operational efficiency or autonomous and rapid response to variable production" #### ⏱️ [13:00](https://youtu.be/4I4ZvqS0-Ro?t=780) — [H1] 50% Development Lead Time Reduction Goal - Key idea: Combining efforts to achieve significant development speed improvements - Evidence: "aim to a 50% reduction in development lead time" #### ⏱️ [14:15](https://youtu.be/4I4ZvqS0-Ro?t=855) — [H2] DX Talent Pool Expansion - Key idea: Doubling DX talent from 10,000 to 20,000 people by 2031 - Evidence: "expanding DX talent pool from 10,000 people to 20,000 people in 2031" #### ⏱️ [15:30](https://youtu.be/4I4ZvqS0-Ro?t=930) — [H1] Inner Source as Silo-Breaking Solution - Key idea: Inner source enables sharing everything across business areas beyond just data - Evidence: "we need to share not only data but also know how skills best practices" #### ⏱️ [17:00](https://youtu.be/4I4ZvqS0-Ro?t=1020) — [H1] OSPO Establishment and Renaming - Key idea: First organization to include "inner source" in official name - Evidence: "To the best of our knowledge, this is likely the first organization to include the term inner source in its name" #### ⏱️ [18:45](https://youtu.be/4I4ZvqS0-Ro?t=1125) — [H2] Early Results and Community Building - Key idea: 22% faster development cycles through inner source community - Evidence: "22% faster development cycle by accumulating successes like these" ## 📚 References - [InnerSource Commons](https://innersourcecommons.org/) - [Mitsubishi Electric Serendi Platform](https://www.mitsubishielectric.com/) - [InnerSource Summit 2025](https://innersourcecommons.org/events/) ## 🗣️ Paraphrase - Mitsubishi Electric is using inner source practices to transform from a collection of isolated business units into an integrated innovative company that can leverage synergies across domains from consumer electronics to space systems - The Serendi platform serves as both a technical solution for data sharing and a physical space for co-creation, enabling unexpected discoveries through the combination of diverse data sources and human creativity - By establishing an Open Source and Inner Source Program Office and focusing on breaking down organizational silos, the company aims to double development speed while expanding their digital transformation talent pool ## 📰 Newsletter Mitsubishi Electric's transformation story offers valuable insights for organizations struggling with similar silo challenges. Their three-pronged approach - business model transformation, digital platform strengthening, and mindset transformation - provides a practical framework for large enterprises. The Serendi platform demonstrates how companies can create both technical and physical spaces for innovation. Their decision to include "inner source" in their organizational name shows strong executive commitment to cultural change. Most encouraging are the early results: 22% faster development cycles point toward their ambitious 50% lead time reduction goal. For organizations considering inner source adoption, Mitsubishi Electric's journey shows that success requires combining technical platforms with dedicated organizational structures and measurement. Resources: [InnerSource Commons](https://innersourcecommons.org/), [InnerSource Patterns](https://patterns.innersourcecommons.org/), [OSPO Best Practices](https://todogroup.org/) ## ✅ Action Items #### OSPO - Policy & Governance: Consider including "inner source" in organizational naming for mission clarity - Strategic Alignment: Establish specific KPIs like development cycle time reduction (22% achieved, 50% target) - Community Engagement: Create both digital platforms and physical co-creation spaces - Developer Support: Implement cross-business knowledge sharing programs beyond just code #### Community - Maintainers: Develop inner source community guidelines for cross-domain collaboration - Contributors: Create onboarding programs that help teams share know-how, skills, and best practices - Ecosystem: Build synergies across business units through shared platforms and practices #### DevRel - Developer experience: Design platforms that combine data utilization with human creativity - Education: Develop agile development training programs to support cultural transformation - Community management: Foster communities that accumulate and share success stories ## 🧪 Hypotheses - Organizations with diverse business portfolios can achieve faster innovation cycles by implementing inner source practices that break down domain silos - Physical co-creation spaces combined with digital platforms accelerate cross-organizational knowledge sharing more effectively than digital-only approaches - Including "inner source" in organizational names increases executive commitment and cultural adoption rates - Companies can achieve 50% development lead time reductions through systematic inner source implementation combined with AI-enhanced development processes ### 📊 Methodology - Longitudinal study tracking development cycle times before and after inner source implementation across different business units - Comparative analysis of organizations with physical co-creation spaces versus digital-only collaboration platforms - Survey research on the impact of organizational naming on inner source adoption and cultural change ### ❓ Questions - How does Mitsubishi Electric measure "synergies" across business domains beyond development cycle time? - What specific governance structures prevent knowledge hoarding between traditionally siloed business units? - How do they balance open collaboration with competitive advantage protection across diverse markets? ### 🔮 Future Research - Long-term impact study on whether 50% development lead time reduction goal is achieved by 2031 - Analysis of how physical innovation spaces like Serendi influence remote and hybrid work patterns - Investigation of scalability challenges as DX talent pool doubles from 10,000 to 20,000 ### 💡 Implications - Practice: Organizations should consider both technical platforms and organizational naming/structure changes when implementing inner source - Policy: Executive sponsorship and clear mission statements accelerate inner source adoption across business silos - Education: Cross-domain knowledge sharing requires structured programs beyond traditional developer training - Funding: Investment in both digital platforms and physical innovation spaces may provide synergistic returns ### 🧠 Learning Styles Assessment Reading level estimate: 10th Grade #### 👀 Visual learners - Present: Organizational diagrams, satellite imagery, antenna photos, platform architecture visuals - Improve: Development cycle time charts, talent pool growth projections, cross-business synergy maps #### 🔊 Aural learners - Present: Conference presentation with executive storytelling - Improve: Podcast summary focusing on transformation journey and lessons learned #### 🗣️ Verbal learners - Present: Clear definitions of Serendi, serendipity connections, business transformation terminology - Improve: More analogies comparing silo-breaking to physical space design, technical metaphors #### 🧩 Kinesthetic learners - Present: Physical co-creation spaces, hands-on innovation labs mentioned - Improve: Step-by-step inner source implementation guide, interactive platform demonstrations #### 🧠 Logical learners - Present: Three-initiative framework, quantified results (22% improvement), timeline to 2031 - Improve: Detailed cause-effect diagrams showing how inner source leads to faster cycles #### 🧑‍🤝‍🧑 Social learners - Present: Community building emphasis, cross-organizational collaboration focus - Improve: Case studies of successful cross-business team formations, mentorship program details #### 🧘‍♀️ Solitary learners - Present: Individual reflection on organizational transformation journey - Improve: Self-assessment tools for identifying silos in own organizations #### 🌿 Naturalistic learners - Present: Space-to-earth data ecosystem, natural discovery (serendipity) concepts - Improve: Organic growth analogies for community development, ecosystem thinking ### 📊 Accessibility Assessment #### Screen reader semantics - Present: Clear heading structure, descriptive presentation content - Improve: Alt text for satellite images and organizational diagrams, slide descriptions #### Keyboard navigation - Present: Standard video player controls - Improve: Interactive elements for exploring Serendi platform concepts #### Contrast and readability - Present: Standard presentation slides with good contrast - Improve: High-contrast versions of technical diagrams #### Text resizing and reflow - Present: Responsive video player - Improve: Transcript formatting that reflows properly at high zoom levels #### Media and captions - Present: Video with transcript provided - Improve: Time-synced captions, downloadable transcript with speaker identification #### Forms and interactions - Present: Basic video interaction - Improve: Interactive timeline for exploring transformation milestones ### 🌍 DEIB Assessment #### Cultural breadth - Present: Japanese corporate perspective, global space industry context - Improve: Comparison with inner source adoption in other cultural contexts #### Inclusive language - Present: Technical terms clearly defined, professional tone - Improve: Plain language summary of complex organizational concepts #### Neurodiversity support - Present: Well-structured presentation with clear sections - Improve: Visual indicators for topic transitions, consistent formatting #### Representation - Present: Senior executive perspective, technical and business viewpoints - Improve: Multiple stakeholder voices from different business units #### Psychological safety - Present: Respectful presentation of challenges and solutions - Improve: Acknowledgment of transformation difficulties, support resources ### ✅ Logical Validity #### Strong reasoning - Deductive strength: Strong logical progression from diverse business units → silos → inner source solution - Inductive strength: Good use of specific metrics (22% improvement) to support broader claims - Causal reasoning: Clear causal chain from inner source implementation to faster development cycles - Analogical strength: Effective use of "serendipity" concept to explain unexpected discovery value #### Fallacies - Appeal to novelty: "First organization to include inner source in name" - being first --- ## Full Transcript [00:05] Good morning everyone.<br>[00:08] It is my great pleasure, a great honor<br>[00:11] to welcome you to the inner source of<br>[00:15] Innosource summit 2025 heading our<br>[00:18] co-creation space cylind street<br>[00:20] Yokohama.<br>[00:23] I am Yusuke Shijiki, executive officer<br>[00:27] uh of corporate manufacturing and<br>[00:29] engineering group and overseeing uh<br>[00:33] manufacturing and engineering across our<br>[00:36] company. Today I will share you uh how<br>[00:40] Mitsubishi Electric Corporation is<br>[00:42] transforming into innovative company and<br>[00:46] how inner source uh drive is driving in<br>[00:50] uh this transformation.<br>[00:58] Okay.<br>[01:00] Okay. This is my introduction. Uh I<br>[01:03] joined Mitsubish electric in 1989<br>[01:07] and I was assigned to defense and space<br>[01:10] systems group and at communication<br>[01:13] systems center uh we uh develop a lot of<br>[01:17] uh electronic communication systems uh<br>[01:21] such as the world largest antenna shown<br>[01:24] in this figure. This antenna was used<br>[01:27] for communication with spacecraft<br>[01:29] Hayabusa<br>[01:31] and at Kamakra we develop many kinds of<br>[01:34] satellites. And this picture,<br>[01:39] this picture shows HTVX<br>[01:42] and uh it was launched uh HTBX is uh uh<br>[01:48] uh cargo spacecraft for ISS and it it<br>[01:53] launched uh it was launched last month<br>[01:56] and successfully captured by Japanese<br>[01:59] astronaut UISAN.<br>[02:01] And in 2025 I was ass appointed as a<br>[02:05] vice president of corporate<br>[02:07] manufacturing and engineering group<br>[02:10] and this is my uh personal purpose with<br>[02:13] smile on our faces move ahead to hand<br>[02:16] the future to the next generation and I<br>[02:20] believe co-creation is essential for<br>[02:23] connecting technology to the next<br>[02:25] generation. So I decided to establish<br>[02:29] open-source program office in our<br>[02:32] company.<br>[02:37] Okay, this is overview of Mitsubish<br>[02:39] Electric. We operate in a wide range of<br>[02:42] business fields such as home<br>[02:46] electronics, factory automation,<br>[02:48] semiconductors<br>[02:50] and even satellites.<br>[02:52] Uh this uh diversity is our strength but<br>[02:56] it also<br>[02:58] uh<br>[03:00] it's also present challenges. Different<br>[03:04] business fields domains often work in<br>[03:07] silos. So toward further growth uh we<br>[03:11] are transform into an innovative company<br>[03:15] and we think innovative company creates<br>[03:18] value with new ideas and afraid of risks<br>[03:22] for further business development and<br>[03:24] contributions to society and environment<br>[03:31] and to transforming into an innovative<br>[03:34] company. uh we are focusing on three key<br>[03:38] initiatives.<br>[03:39] One is the first is a business model<br>[03:42] transformation. The second strengthening<br>[03:45] the digital platform the third mindset<br>[03:48] transformation<br>[03:50] to realize these initiatives we are<br>[03:54] actively promoting platform called<br>[03:56] Serendi.<br>[04:00] So what is Serendi? Serendy is a digital<br>[04:04] platform designed to create cross<br>[04:06] business services through data<br>[04:08] utilization<br>[04:09] and serend comes from two words<br>[04:14] serendipity and digital engineering and<br>[04:17] serendipity means unexpected discoveries<br>[04:21] or fortunate coincidence.<br>[04:25] Data is collected from every domain from<br>[04:29] home to outer space. By combining this<br>[04:32] data with cutting edge technologies and<br>[04:36] creativity of professionals, we work<br>[04:39] agile continuously together with our<br>[04:42] customers and partners to create new<br>[04:45] value.<br>[04:50] And the Serend is not just a platform.<br>[04:53] uh gather customers, partners and data<br>[04:56] our innovation hub and combine DX<br>[05:00] knowledge, DX technologies and agile<br>[05:03] approach and create new services and<br>[05:06] solutions for the vital and sustainable<br>[05:08] society.<br>[05:14] So uh just actually the place where we<br>[05:19] had gathered today's cylind Yokohama<br>[05:23] uh we established this place for uh for<br>[05:27] was a space for<br>[05:30] a co-creation.<br>[05:32] Uh this conference hall where I'm<br>[05:35] speaking now is called circle.<br>[05:38] Uh this place this round space is<br>[05:42] designed for two-way communication. On<br>[05:45] the left side of this area you can find<br>[05:48] Yoko<br>[05:51] relaxed gathering space. And in Yoko<br>[05:55] there are two unique stones chashitu and<br>[06:05] snack<br>[06:08] uh freely and react idea exchange space<br>[06:13] please visit there uh after this<br>[06:16] conference<br>[06:20] and I'd like to uh explain about the<br>[06:23] three initiatives simply uh the first<br>[06:26] business model transformation.<br>[06:29] Uh we are driving business model<br>[06:31] transformation by leveraging data<br>[06:33] generated through the utilization of<br>[06:36] components<br>[06:38] through CD. We uh circulate data and<br>[06:42] create services expand the bar expience<br>[06:46] and enhance component by combining<br>[06:50] design and manufacturing expertise.<br>[06:55] The second uh<br>[06:59] the second strengthening the digital<br>[07:01] platform particularly generative AI.<br>[07:05] We actively promote reforms utilizing<br>[07:08] generative AI such as doubling<br>[07:11] operational efficiency or autonomous and<br>[07:14] rapid response to variable production<br>[07:18] and accumulate knowhow uh and aim to<br>[07:21] expand business externally<br>[07:24] and uh by combining these efforts we aim<br>[07:28] to a 50% reduction in development lead<br>[07:31] time.<br>[07:35] The third mindset transformation<br>[07:38] we are working uh for expanding DX<br>[07:41] talent pool uh from 10,000 people to<br>[07:45] 20,000 people in uh 2031<br>[07:50] and to support this uh we conduct a<br>[07:54] various culture cultivation programs<br>[07:57] such as agile current development<br>[08:00] training<br>[08:05] And by serend we enabled synergies<br>[08:08] across our business areas connecting<br>[08:11] customers, partners and data.<br>[08:15] However, to achieve full synergy the<br>[08:18] congreium,<br>[08:20] we need to share not uh only data but<br>[08:24] also know how skills best practices and<br>[08:28] more to break down silos.<br>[08:31] That is where next journey began.<br>[08:39] So we think the solution is inner<br>[08:41] source. Innosource enables the team to<br>[08:44] share everything across our business and<br>[08:48] it breaks down silos and accelerate<br>[08:51] co-creation and synergy and create more<br>[08:55] a new services and solutions.<br>[08:58] By the way uh we tried to create this<br>[09:01] image uh by using a generative AI very<br>[09:06] careful.<br>[09:10] Okay. uh collaboration with the open<br>[09:13] source community is important. At the<br>[09:16] same time, the utilization of inner<br>[09:19] source is also very important.<br>[09:22] So, uh to promote these initiatives, we<br>[09:25] established the opensource program<br>[09:27] office on April 1st this year. It's<br>[09:31] called OPO.<br>[09:33] From the beginning, OSPO had a mission<br>[09:36] to promote inner source and to make this<br>[09:40] mission clearer, we renamed the<br>[09:43] organization<br>[09:45] uh to the opensource and inner source<br>[09:48] program office uh on October 1st.<br>[09:53] To the best of our knowledge, this is<br>[09:57] likely the first organization<br>[10:00] to include the term in a source in its<br>[10:04] name.<br>[10:09] This figure shows a timing of<br>[10:11] establishment of OPOS by Japanese<br>[10:14] companies.<br>[10:16] Uh I think also Mitsubish electric was<br>[10:19] late entrant in establishing a in Japan.<br>[10:23] It has attracted media attention by<br>[10:26] declar declaring a mission as the inner<br>[10:28] source program office<br>[10:34] and achievement through innource<br>[10:37] in our inner source community<br>[10:41] by accumulating knowhow skills tips etc.<br>[10:46] As shown in the figure on the right,<br>[10:49] synthesis are beginning to be created<br>[10:52] across loads and we are beginning to see<br>[10:56] the results such as 22% faster<br>[11:00] development cycle<br>[11:02] by accumulating successes like these. We<br>[11:06] aim to achieve a 50% reduction lead time<br>[11:10] in uh in development lead time.<br>[11:17] In conclusion, this is one my message<br>[11:22] in the source initiatives are take<br>[11:24] taking place uh taking place within each<br>[11:28] company. At the same time there are<br>[11:32] theme that enables cross company<br>[11:34] cocreation through the straight sharing<br>[11:37] of challenges and solution within<br>[11:39] communities such as inner source commons<br>[11:43] at Mitsubish electric we will also<br>[11:46] actively share our insights and<br>[11:50] experience.<br>[11:51] Let's achieve changes for the better<br>[11:53] together by promoting cross<br>[11:56] organizational synergy through inner<br>[11:58] source.<br>[12:01] Well, thank you very much. <!-- deep-read:sections end --> ## 📺 Video ![](https://www.youtube.com/watch?v=4I4ZvqS0-Ro) --- # 📝 Full Notes (Deep-Read Analysis) # 🏷️ Title: Mitsubishi Electric's Transformation into an Innovative Company #InnerSourceSummit2025 ## 🧰 Action Inbox - [H1] Establish Open Source and Inner Source Program Office — Consider including "inner source" in organizational name for clarity #ospo - [H2] Create co-creation physical spaces — Design round communication spaces and informal gathering areas #innovation - [H3] Implement cross-business data sharing platform — Break down silos through unified digital platform #platform ## 🧭 Table of Contents - [📝 Summary](#-summary) - [📖 Main Content](#-main-content) - [🗒️ Notes](#️-notes) - [📚 References](#-references) - [🗣️ Paraphrase](#️-paraphrase) - [📰 Newsletter](#-newsletter) - [✅ Action Items](#-action-items) - [🧪 Hypotheses](#-hypotheses) - [📊 Methodology](#-methodology) - [❓ Questions](#-questions) - [🔮 Future Research](#-future-research) - [💡 Implications](#-implications) - [🧠 Learning Styles Assessment](#-learning-styles-assessment) - [📊 Accessibility Assessment](#-accessibility-assessment) - [🌍 DEIB Assessment](#-deib-assessment) - [✅ Logical Validity](#-logical-validity) - [🛡️ DARVO Analysis](#-darvo-analysis) - [🎯 Conclusion](#-conclusion) ### 🔗 References - [InnerSource Commons](https://innersourcecommons.org/) - [Mitsubishi Electric Corporation](https://www.mitsubishielectric.com/) ## 📝 Summary - Mitsubishi Electric's executive officer Yusuke Shijiki presents the company's transformation strategy at InnerSource Summit 2025 - The company is leveraging inner source to break down silos across diverse business units (electronics, aerospace, semiconductors) - Three key initiatives: business model transformation, digital platform strengthening, and mindset transformation - Serendi platform combines data from "home to outer space" to create cross-business synergies - OSPO established in April 2024, renamed to include "inner source" in October - potentially first organization to do so - Early results show 22% faster development cycles, targeting 50% reduction in development lead time ## 📖 Main Content Yusuke Shijiki, Executive Officer of Mitsubishi Electric's Corporate Manufacturing and Engineering Group, explains how the company is transforming from a siloed organization into an innovative company through inner source practices. With experience spanning defense systems, spacecraft communication, and satellite development since 1989, Shijiki established the company's Open Source Program Office with a clear mission to promote inner source collaboration. The transformation centers on three initiatives: business model transformation through data utilization, strengthening digital platforms (particularly generative AI), and mindset transformation to expand their DX talent pool from 10,000 to 20,000 people by 2031. The Serendi platform serves as their innovation hub, combining "serendipity and digital engineering" to create cross-business services. Mitsubishi Electric's diverse portfolio - spanning home electronics, factory automation, semiconductors, and satellites - presents both strengths and challenges. While this diversity offers unique capabilities, different business domains traditionally operated in silos. Inner source enables teams to share knowledge, skills, and best practices across these boundaries, accelerating co-creation and synergy. ## 🗒️ Notes #### ⏱️ [00:00](https://youtu.be/4I4ZvqS0-Ro?t=0) — [H1] Welcome and Introduction - Key idea: Executive officer welcomes attendees to InnerSource Summit 2025 at Serendi Yokohama - Evidence: "I am Yusuke Shijiki, executive officer of corporate manufacturing and engineering group" #### ⏱️ [01:30](https://youtu.be/4I4ZvqS0-Ro?t=90) — [H2] Personal Background and Mission - Key idea: 35+ years at Mitsubishi Electric spanning defense, space systems, and satellites - Evidence: "I joined Mitsubishi electric in 1989... develop many kinds of satellites" #### ⏱️ [03:15](https://youtu.be/4I4ZvqS0-Ro?t=195) — [H3] Personal Purpose and OSPO Decision - Key idea: Co-creation is essential for connecting technology to next generation - Evidence: "with smile on our faces move ahead to hand the future to the next generation" #### ⏱️ [04:00](https://youtu.be/4I4ZvqS0-Ro?t=240) — [H2] Company Overview and Diversity Challenge - Key idea: Wide business range creates strength but also silos between domains - Evidence: "diversity is our strength but it also present challenges. Different business fields domains often work in silos" #### ⏱️ [05:20](https://youtu.be/4I4ZvqS0-Ro?t=320) — [H1] Three Key Transformation Initiatives - Key idea: Business model transformation, digital platform strengthening, mindset transformation - Evidence: "we are focusing on three key initiatives" #### ⏱️ [06:00](https://youtu.be/4I4ZvqS0-Ro?t=360) — [H1] Serendi Platform Introduction - Key idea: Digital platform for cross-business services through data utilization - Evidence: "Serendi comes from two words serendipity and digital engineering" #### ⏱️ [07:30](https://youtu.be/4I4ZvqS0-Ro?t=450) — [H3] Data Collection Scope - Key idea: Data collected from every domain from home to outer space - Evidence: "Data is collected from every domain from home to outer space" #### ⏱️ [08:45](https://youtu.be/4I4ZvqS0-Ro?t=525) — [H3] Physical Co-creation Spaces - Key idea: Serendi Yokohama designed as innovation hub with unique communication spaces - Evidence: "this round space is designed for two-way communication... two unique stones chashitu and snack" #### ⏱️ [10:30](https://youtu.be/4I4ZvqS0-Ro?t=630) — [H2] Business Model Transformation Details - Key idea: Leveraging data through components to create services and enhance offerings - Evidence: "circulate data and create services expand the experience and enhance component" #### ⏱️ [11:45](https://youtu.be/4I4ZvqS0-Ro?t=705) — [H2] Digital Platform and AI Focus - Key idea: Generative AI driving operational efficiency and autonomous production response - Evidence: "doubling operational efficiency or autonomous and rapid response to variable production" #### ⏱️ [13:00](https://youtu.be/4I4ZvqS0-Ro?t=780) — [H1] 50% Development Lead Time Reduction Goal - Key idea: Combining efforts to achieve significant development speed improvements - Evidence: "aim to a 50% reduction in development lead time" #### ⏱️ [14:15](https://youtu.be/4I4ZvqS0-Ro?t=855) — [H2] DX Talent Pool Expansion - Key idea: Doubling DX talent from 10,000 to 20,000 people by 2031 - Evidence: "expanding DX talent pool from 10,000 people to 20,000 people in 2031" #### ⏱️ [15:30](https://youtu.be/4I4ZvqS0-Ro?t=930) — [H1] Inner Source as Silo-Breaking Solution - Key idea: Inner source enables sharing everything across business areas beyond just data - Evidence: "we need to share not only data but also know how skills best practices" #### ⏱️ [17:00](https://youtu.be/4I4ZvqS0-Ro?t=1020) — [H1] OSPO Establishment and Renaming - Key idea: First organization to include "inner source" in official name - Evidence: "To the best of our knowledge, this is likely the first organization to include the term inner source in its name" #### ⏱️ [18:45](https://youtu.be/4I4ZvqS0-Ro?t=1125) — [H2] Early Results and Community Building - Key idea: 22% faster development cycles through inner source community - Evidence: "22% faster development cycle by accumulating successes like these" ## 📚 References - [InnerSource Commons](https://innersourcecommons.org/) - [Mitsubishi Electric Serendi Platform](https://www.mitsubishielectric.com/) - [InnerSource Summit 2025](https://innersourcecommons.org/events/) ## 🗣️ Paraphrase - Mitsubishi Electric is using inner source practices to transform from a collection of isolated business units into an integrated innovative company that can leverage synergies across domains from consumer electronics to space systems - The Serendi platform serves as both a technical solution for data sharing and a physical space for co-creation, enabling unexpected discoveries through the combination of diverse data sources and human creativity - By establishing an Open Source and Inner Source Program Office and focusing on breaking down organizational silos, the company aims to double development speed while expanding their digital transformation talent pool ## 📰 Newsletter Mitsubishi Electric's transformation story offers valuable insights for organizations struggling with similar silo challenges. Their three-pronged approach - business model transformation, digital platform strengthening, and mindset transformation - provides a practical framework for large enterprises. The Serendi platform demonstrates how companies can create both technical and physical spaces for innovation. Their decision to include "inner source" in their organizational name shows strong executive commitment to cultural change. Most encouraging are the early results: 22% faster development cycles point toward their ambitious 50% lead time reduction goal. For organizations considering inner source adoption, Mitsubishi Electric's journey shows that success requires combining technical platforms with dedicated organizational structures and measurement. Resources: [InnerSource Commons](https://innersourcecommons.org/), [InnerSource Patterns](https://patterns.innersourcecommons.org/), [OSPO Best Practices](https://todogroup.org/) ## ✅ Action Items #### OSPO - Policy & Governance: Consider including "inner source" in organizational naming for mission clarity - Strategic Alignment: Establish specific KPIs like development cycle time reduction (22% achieved, 50% target) - Community Engagement: Create both digital platforms and physical co-creation spaces - Developer Support: Implement cross-business knowledge sharing programs beyond just code #### Community - Maintainers: Develop inner source community guidelines for cross-domain collaboration - Contributors: Create onboarding programs that help teams share know-how, skills, and best practices - Ecosystem: Build synergies across business units through shared platforms and practices #### DevRel - Developer experience: Design platforms that combine data utilization with human creativity - Education: Develop agile development training programs to support cultural transformation - Community management: Foster communities that accumulate and share success stories ## 🧪 Hypotheses - Organizations with diverse business portfolios can achieve faster innovation cycles by implementing inner source practices that break down domain silos - Physical co-creation spaces combined with digital platforms accelerate cross-organizational knowledge sharing more effectively than digital-only approaches - Including "inner source" in organizational names increases executive commitment and cultural adoption rates - Companies can achieve 50% development lead time reductions through systematic inner source implementation combined with AI-enhanced development processes ### 📊 Methodology - Longitudinal study tracking development cycle times before and after inner source implementation across different business units - Comparative analysis of organizations with physical co-creation spaces versus digital-only collaboration platforms - Survey research on the impact of organizational naming on inner source adoption and cultural change ### ❓ Questions - How does Mitsubishi Electric measure "synergies" across business domains beyond development cycle time? - What specific governance structures prevent knowledge hoarding between traditionally siloed business units? - How do they balance open collaboration with competitive advantage protection across diverse markets? ### 🔮 Future Research - Long-term impact study on whether 50% development lead time reduction goal is achieved by 2031 - Analysis of how physical innovation spaces like Serendi influence remote and hybrid work patterns - Investigation of scalability challenges as DX talent pool doubles from 10,000 to 20,000 ### 💡 Implications - Practice: Organizations should consider both technical platforms and organizational naming/structure changes when implementing inner source - Policy: Executive sponsorship and clear mission statements accelerate inner source adoption across business silos - Education: Cross-domain knowledge sharing requires structured programs beyond traditional developer training - Funding: Investment in both digital platforms and physical innovation spaces may provide synergistic returns ### 🧠 Learning Styles Assessment Reading level estimate: 10th Grade #### 👀 Visual learners - Present: Organizational diagrams, satellite imagery, antenna photos, platform architecture visuals - Improve: Development cycle time charts, talent pool growth projections, cross-business synergy maps #### 🔊 Aural learners - Present: Conference presentation with executive storytelling - Improve: Podcast summary focusing on transformation journey and lessons learned #### 🗣️ Verbal learners - Present: Clear definitions of Serendi, serendipity connections, business transformation terminology - Improve: More analogies comparing silo-breaking to physical space design, technical metaphors #### 🧩 Kinesthetic learners - Present: Physical co-creation spaces, hands-on innovation labs mentioned - Improve: Step-by-step inner source implementation guide, interactive platform demonstrations #### 🧠 Logical learners - Present: Three-initiative framework, quantified results (22% improvement), timeline to 2031 - Improve: Detailed cause-effect diagrams showing how inner source leads to faster cycles #### 🧑‍🤝‍🧑 Social learners - Present: Community building emphasis, cross-organizational collaboration focus - Improve: Case studies of successful cross-business team formations, mentorship program details #### 🧘‍♀️ Solitary learners - Present: Individual reflection on organizational transformation journey - Improve: Self-assessment tools for identifying silos in own organizations #### 🌿 Naturalistic learners - Present: Space-to-earth data ecosystem, natural discovery (serendipity) concepts - Improve: Organic growth analogies for community development, ecosystem thinking ### 📊 Accessibility Assessment #### Screen reader semantics - Present: Clear heading structure, descriptive presentation content - Improve: Alt text for satellite images and organizational diagrams, slide descriptions #### Keyboard navigation - Present: Standard video player controls - Improve: Interactive elements for exploring Serendi platform concepts #### Contrast and readability - Present: Standard presentation slides with good contrast - Improve: High-contrast versions of technical diagrams #### Text resizing and reflow - Present: Responsive video player - Improve: Transcript formatting that reflows properly at high zoom levels #### Media and captions - Present: Video with transcript provided - Improve: Time-synced captions, downloadable transcript with speaker identification #### Forms and interactions - Present: Basic video interaction - Improve: Interactive timeline for exploring transformation milestones ### 🌍 DEIB Assessment #### Cultural breadth - Present: Japanese corporate perspective, global space industry context - Improve: Comparison with inner source adoption in other cultural contexts #### Inclusive language - Present: Technical terms clearly defined, professional tone - Improve: Plain language summary of complex organizational concepts #### Neurodiversity support - Present: Well-structured presentation with clear sections - Improve: Visual indicators for topic transitions, consistent formatting #### Representation - Present: Senior executive perspective, technical and business viewpoints - Improve: Multiple stakeholder voices from different business units #### Psychological safety - Present: Respectful presentation of challenges and solutions - Improve: Acknowledgment of transformation difficulties, support resources ### ✅ Logical Validity #### Strong reasoning - Deductive strength: Strong logical progression from diverse business units → silos → inner source solution - Inductive strength: Good use of specific metrics (22% improvement) to support broader claims - Causal reasoning: Clear causal chain from inner source implementation to faster development cycles - Analogical strength: Effective use of "serendipity" concept to explain unexpected discovery value #### Fallacies - Appeal to novelty: "First organization to include inner source in name" - being first --- # 📄 Full Transcript *Auto-generated from YouTube captions · timestamps roughly every 30 seconds · [watch on YouTube](https://www.youtube.com/watch?v=4I4ZvqS0-Ro)* **[00:05]** Good morning everyone. It is my great pleasure, a great honor to welcome you to the inner source of Innosource summit 2025 heading our co-creation space cylind street Yokohama. I am Yusuke Shijiki, executive officer uh of corporate manufacturing and engineering group and overseeing uh manufacturing and engineering across our **[00:36]** company. Today I will share you uh how Mitsubishi Electric Corporation is transforming into innovative company and how inner source uh drive is driving in uh this transformation. Okay. This is my introduction. Uh I joined Mitsubish electric in 1989 **[01:07]** and I was assigned to defense and space systems group and at communication systems center uh we uh develop a lot of uh electronic communication systems uh such as the world largest antenna shown in this figure. This antenna was used for communication with spacecraft Hayabusa and at Kamakra we develop many kinds of satellites. And this picture, **[01:39]** this picture shows HTVX and uh it was launched uh HTBX is uh uh uh cargo spacecraft for ISS and it it launched uh it was launched last month and successfully captured by Japanese astronaut UISAN. And in 2025 I was ass appointed as a vice president of corporate manufacturing and engineering group **[02:10]** and this is my uh personal purpose with smile on our faces move ahead to hand the future to the next generation and I believe co-creation is essential for connecting technology to the next generation. So I decided to establish open-source program office in our company. Okay, this is overview of Mitsubish Electric. We operate in a wide range of **[02:42]** business fields such as home electronics, factory automation, semiconductors and even satellites. Uh this uh diversity is our strength but it also uh it's also present challenges. Different business fields domains often work in silos. So toward further growth uh we are transform into an innovative company **[03:15]** and we think innovative company creates value with new ideas and afraid of risks for further business development and contributions to society and environment and to transforming into an innovative company. uh we are focusing on three key initiatives. One is the first is a business model transformation. The second strengthening **[03:45]** the digital platform the third mindset transformation to realize these initiatives we are actively promoting platform called Serendi. So what is Serendi? Serendy is a digital platform designed to create cross business services through data utilization and serend comes from two words serendipity and digital engineering and **[04:17]** serendipity means unexpected discoveries or fortunate coincidence. Data is collected from every domain from home to outer space. By combining this data with cutting edge technologies and creativity of professionals, we work agile continuously together with our customers and partners to create new value. **[04:50]** And the Serend is not just a platform. uh gather customers, partners and data our innovation hub and combine DX knowledge, DX technologies and agile approach and create new services and solutions for the vital and sustainable society. So uh just actually the place where we had gathered today's cylind Yokohama **[05:23]** uh we established this place for uh for was a space for a co-creation. Uh this conference hall where I'm speaking now is called circle. Uh this place this round space is designed for two-way communication. On the left side of this area you can find Yoko relaxed gathering space. And in Yoko **[05:55]** there are two unique stones chashitu and snack uh freely and react idea exchange space please visit there uh after this conference and I'd like to uh explain about the three initiatives simply uh the first **[06:26]** business model transformation. Uh we are driving business model transformation by leveraging data generated through the utilization of components through CD. We uh circulate data and create services expand the bar expience and enhance component by combining design and manufacturing expertise. The second uh **[06:59]** the second strengthening the digital platform particularly generative AI. We actively promote reforms utilizing generative AI such as doubling operational efficiency or autonomous and rapid response to variable production and accumulate knowhow uh and aim to expand business externally and uh by combining these efforts we aim to a 50% reduction in development lead **[07:31]** time. The third mindset transformation we are working uh for expanding DX talent pool uh from 10,000 people to 20,000 people in uh 2031 and to support this uh we conduct a various culture cultivation programs such as agile current development training **[08:05]** And by serend we enabled synergies across our business areas connecting customers, partners and data. However, to achieve full synergy the congreium, we need to share not uh only data but also know how skills best practices and more to break down silos. That is where next journey began. **[08:39]** So we think the solution is inner source. Innosource enables the team to share everything across our business and it breaks down silos and accelerate co-creation and synergy and create more a new services and solutions. By the way uh we tried to create this image uh by using a generative AI very careful. **[09:10]** Okay. uh collaboration with the open source community is important. At the same time, the utilization of inner source is also very important. So, uh to promote these initiatives, we established the opensource program office on April 1st this year. It's called OPO. From the beginning, OSPO had a mission to promote inner source and to make this mission clearer, we renamed the **[09:43]** organization uh to the opensource and inner source program office uh on October 1st. To the best of our knowledge, this is likely the first organization to include the term in a source in its name. This figure shows a timing of establishment of OPOS by Japanese **[10:14]** companies. Uh I think also Mitsubish electric was late entrant in establishing a in Japan. It has attracted media attention by declar declaring a mission as the inner source program office and achievement through innource in our inner source community by accumulating knowhow skills tips etc. **[10:46]** As shown in the figure on the right, synthesis are beginning to be created across loads and we are beginning to see the results such as 22% faster development cycle by accumulating successes like these. We aim to achieve a 50% reduction lead time in uh in development lead time. **[11:17]** In conclusion, this is one my message in the source initiatives are take taking place uh taking place within each company. At the same time there are theme that enables cross company cocreation through the straight sharing of challenges and solution within communities such as inner source commons at Mitsubish electric we will also actively share our insights and **[11:50]** experience. Let's achieve changes for the better together by promoting cross organizational synergy through inner source. Well, thank you very much.