Last week, AWS hosted a significant online event dubbed AWS Innovate, featuring several Japanese Case Studies sessions. Among these, I participated in one presented by Marubeni, where I discovered their journey from modest beginnings with part-time contributions from young developers to bolster their initiatives. Their strategy involved a trial-and-error approach, allowing various departments to acquaint themselves with AI technologies for diverse purposes. AWS introduced its novel AI foundation, Bedrocks, providing access to a range of foundational models.
Subsequently, I encountered a case study on the Mayo Clinic in The New York Times, highlighting the appointment of Dr Bhavik Patel as their first Chief AI Officer, reflecting the growing trend across various industries in the US of creating senior executive roles to drive AI adoption.
This article triggered my reflection on the different approaches between US and Japanese companies.
While US firms often adopt a top-down approach, Japanese companies prefer a bottom-up methodology, initially preferring Proof-Of-Concept (POC) trials.
Drawing from personal experience collaborating with Japanese clients abroad, it was evident that they preferred experimenting with new concepts through their overseas subsidiaries before implementing successful strategies back at their Japanese headquarters.
What do you think about the experimentation of new ideas between Japanese and US companies?
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