Could you please provide an overview of your company?

Our company was founded in Kanazawa in 1976 by our current Chairman and President, Akio Hosono. Since the advent of Windows 95 in 1995, PCs have become widespread. Consequently, our company has been recognized in the market and by our customers as a manufacturer of LCD monitors, storage products, and network products. We particularly focus on "making work and life more convenient and longer-lasting through digital means." Currently, we continue to manufacture, develop, and sell various peripheral devices, applications, and services that enhance the capabilities of PCs, smart appliances, and smartphones.

We'd love to hear about your background and current role, Mr. Kinoshita.

Before joining I-O DATA DEVICE, INC., I worked for several other companies. Being from Ishikawa Prefecture, I eventually found my way to I-O DATA DEVICE through various connections and opportunities.

Since joining the company, I have gained experience in several divisions, including quality assurance, technical support, and customer service. Last year, I was assigned to the Management Division. This division oversees back-office functions such as general affairs, accounting, finance, and human resources. Among these responsibilities, my primary focus is coordinating industry-academia-government collaborations.

Your title is Senior Coordinator, but what is your mission in this role?

My main mission is to "connect and coordinate external entities, particularly industry, academia, and government, as well as within our company." In this capacity, I strive to foster relationships and build connections to contribute to society in any way we can.

For example, we collaborate with local governments in Hokuriku, Ishikawa Prefecture, and Kanazawa City, as well as universities, startups, and venture companies, to support the growth and development of the region and society. Additionally, we coordinate support for student communities and both professional and amateur sports centered in Ishikawa Prefecture.

These activities do not immediately translate into business opportunities for our company, so they may be considered part of our CSR (Corporate Social Responsibility) efforts. However, our intention is not solely focused on CSR. We value long-term relationships with our stakeholders, and through these connections and support, we hope that our products and services can be adopted and useful as a result of these efforts.

Could you share the story of how you found out about Interbeing Inc.?

In 2018, I attended an event in Kyoto where Mr. Matsumoto gave a lecture. We had the opportunity to speak directly during the social event that followed. Although our connection was irregular at first, about two years ago, I reconnected with Mr. Matsumoto, and our relationship deepened. Through my interactions with him, I was introduced to the services offered by Interbeing Inc. and also had the chance to meet Ms. Onari.

What initially drew your interest to Mr. Matsumoto?

Initially, it was Mr. Matsumoto's lecture content and ideas that piqued my personal interest. While I wouldn't say I am deeply religious, I was intrigued by the seemingly paradoxical combination of business and Buddhism that Mr. Matsumoto was exploring.

In my reading of works by renowned global and Japanese business leaders, I frequently encountered discussions of faith and morality. For instance, Eiichi Shibusawa's The Analects and the Abacus and Konosuke Matsushita's philosophy both emphasize that the purpose of economic activity is to bring happiness to people. They argue that being moral and ethical leads to long-term benefits for both society and the company, making employees happier as well. This resonated with concepts in Mr. Matsumoto's lecture, such as "Four-way Satisfaction: seller, buyer, society, and Buddhism," and themes from his translated book Good Ancestor: From Short-Term Thinking to Long-Term Thinking.

In other words, Mr. Matsumoto's content aligns with the management philosophies of great business leaders and provides valuable insights for those involved in sustainability-focused businesses, which are now increasingly important. While immediate concerns are crucial, his emphasis on the importance of long-term thinking was very thought-provoking.

For example, I was impressed by the points he highlighted: how rapid development can lead to negative consequences such as environmental pollution, underscoring the need for a systems-thinking approach that considers both time and space dimensions.

Moreover, concepts like engagement, well-being, and mindfulness, which are now commonly discussed in the business world, have long been present in Japanese thought. This led me to reflect on the so-called "lost 30 years" in Japan. I began to think that perhaps we lost sight of the inherent goodness and excellence that Japan traditionally possessed, rather than it being lost.

At the same time, it's not just about adhering to the past but also about creating new values. This principle applies to traditional temples as they must adapt to future needs, just as it does in business.

How did your business relationship with Mr. Matsumoto begin?

During the COVID-19 pandemic, I saw a television program featuring Tsukiji Hongwanji, which was introducing new digital ceremonies. This caught my attention and made me think about the future role of temples. I realized that temples, like many other institutions, were facing a wave of digital transformation and were in a period of change. At the same time, our company was strengthening its range of remote work-related equipment. I reached out to Mr. Matsumoto and asked, "What challenges are temples facing with digital transformation?" That was the beginning of our business relationship.

From that point on, what aspects of Interbeing Inc. interested you?

Although many services that offer emotion analysis have existed for some time, Interbeing Inc.'s approach stood out as completely different. Unlike others that focus on spoken language, voice tone, or context, Interbeing's analysis delves into the emotions hidden deep within the sounds—such as joy, anger, sadness, excitement, and calmness—integrating these insights with Buddhist philosophy. This makes it distinctly different from other services.

In other words, the analysis, which Interbeing Inc. offers, can uncover emotions that the person might try to conceal or might not even be aware of themselves. Furthermore, the ability to analyze and understand not only individual emotions but also the trends and health of entire teams over time is invaluable. This allows us to grasp how various initiatives and organizational engagement are evolving within the company.

Yes, that's exactly right. It's essential to understand the context and the flow of long-term changes, much like watching a video rather than viewing a snapshot. Focusing on each moment can lead to constant highs and lows, as human emotions are ever-changing.

However, in today's rapidly evolving political, economic, and technological landscape, such as with DX and generative AI, both companies and individuals are forced to continually adapt and evolve. For employees, this constant evolution is crucial, but it also brings a conscious resistance to change and a fear of the unknown.

To evolve, it's necessary to shake things up, which inevitably brings feelings of anxiety. It's natural for emotions to change, and sometimes strong emotions can even serve as powerful motivators.

During a conversation with Mr. Matsumoto, he mentioned, "It is not normal for 'happiness' to persist indefinitely; emotions change with the environment." This is absolutely true. Emotional changes, including those commonly seen as negative like anger or sadness, are natural human behaviors.

The problem arises when someone clings to a single emotion for too long, becoming obsessed with something, or as Mr. Matsumoto would say, "losing one's sanity."

In this context, Interbeing's Kannon Tech (Voice Emotion Analysis Service) stands out. It objectively measures and visualizes emotional changes that are not apparent on the surface, essentially monitoring whether individuals and organizations are in a natural, healthy state or if there are any obsessions or fears.

Therefore, organizations and companies can benefit from this service by accepting these emotions as they are, understanding the current state, and identifying how to lead this to future growth and positive change.

Ultimately, emotional changes are a manifestation. But recognizing them and then understanding what's underneath requires self-reflection and introspection.

What were the results after actually experiencing Kannon Tech (a service that records daily voice to analyze voice emotions)?

Our company has used Kannon Tech twice in the past. The first time, three employees, including myself, participated without any department restrictions. Personally, I was eager to understand the gap between "the self I am aware of" and "the self that I am not aware of, yet others perceive." Unfortunately, at that time, the participants' data couldn't be individually identified, so I couldn't pinpoint my specific data (laughs). In fact, it’s often challenging to truly understand oneself, and it’s equally difficult to receive feedback from those around you.

For the second time, based on Mr. Matsumoto's suggestion, we had our call center team members use the Kannon Tech service. The call center is an environment where sensitivity to voice is paramount. Their primary job is to listen attentively to customers, and recognizing the emotions behind the customers' voices is crucial for identifying and solving their problems.

We believed that having our call center team undergo voice emotion analysis would not only make them more aware of their own voices but also improve the overall service quality of our call center operations.

As a result of the voice emotion analysis, there was a noticeable change in the team leaders' awareness of how they interact with their members.

On a regular basis, attention tends to gravitate towards members who are more vocal or frequently speak up. However, the results indicated by the voice emotion analysis are not influenced by the volume or frequency of speech. This means that even members who speak less can have their underlying emotional changes and states recognized. This insight has made it easier for team leaders to take action, providing them with a valuable starting point.

In other words, understanding the gap between "the self I perceive" and "the actual self" – acknowledging one's own unnoticed aspects – can serve as a catalyst for personal growth. This awareness also promotes introspection at both individual and organizational levels.

Moreover, Kannon Tech is useful for understanding one's emotions through their voice at the start of the workday, helping to maintain a calm and steady mindset. Additionally, it can offer insights into the current state of the organization, such as identifying which stage of the Tuckman model the team is in, aiding in HR policies and team-building efforts.

Overall, Kannon Tech has provided individuals with opportunities for self-reflection and has offered the entire team valuable insights.

Any tool does not provide definitive answers or solutions. The true value lies in its ability to help you become aware of things; without that awareness, progress isn’t possible.

How do you perceive Interbeing, Mr. Kinoshita?

Initially, I was intrigued by the unique approach of Kannon Tech. However, now I see a wide range of potential and possibilities. Not long ago, I introduced Interbeing Inc. to a company I know that focuses on mapping the dynamics of relationships during meetings. I thought that collaborating with Interbeing could lead to some exciting developments. 

I’m not particularly fond of the term "give and take." I prefer maintaining a good, relaxed relationship with a comfortable distance and warmth. I value relationships that might eventually lead to good business connections.

I believe that forcing connections or having high expectations from the other party doesn’t lead to positive outcomes. Instead, within these natural connections, I introduce companies to each other thinking, "Maybe something even more interesting will come out of this collaboration."

Not everyone may immediately resonate with Mr. Matsumoto's ideas and philosophies. However, those who aspire to live well, grow, and contribute positively to the world, even while recognizing the harshness of modern society, do share Mr. Matsumoto's perspective. Such individuals naturally gravitate towards these ideas.

Considering that Mr. Matsumoto has been invited as a guest to the Davos meetings in recent years, it is clear that his thoughts and actions are resonating with people globally. I believe that the circle of those who empathize with his vision will continue to expand worldwide.

In other words, seemingly contradictory elements find common ground, and through this connection, those who resonate with these ideas gradually expand. It feels like the circle of empathy slowly and steadily grows larger.

Lastly, could you share a message for those reading this case study?

Digital transformation (DX) has been advocated for quite some time. Moving forward, effectively leveraging digital and IT technologies, including generative AI, will enable us to achieve things previously unattainable and create new encounters. I believe that society, companies, and individuals will continue to change significantly and rapidly. However, this rapid change will also stir individual emotions, leading to a state of chaos as we navigate through these transformations.

In such times of change, it's crucial for employees and organizations to build positive relationships and grow together while complementing each other. Therefore, as a management tool to facilitate this goal, Interbeing's voice emotion recognition could be a valuable asset.

A company is essentially a collective of individuals who share a common purpose. It's important for employees to maintain good mental health, allowing the organization to harness their maximum performance. Ultimately, this leads to the improvement and development of individuals, the organization, the company, and society as a whole.

Interbeing Inc.'s services offer a way for employees to objectively assess their engagement with the organization through data. I hope to see this service continue to develop and evolve.

For companies that are even slightly interested, I believe it is worth reaching out to them. However, it's important to note that, like any tool, its effectiveness depends on the user, and the tool itself evolves with the person who uses it.

We appreciate your time and insights. Thank you very much.

Lastly, we would like to express our deepest condolences to those who lost their lives in the Noto Peninsula Earthquake on January 1st of this year. Our thoughts and prayers are with the survivors, their families, and all those affected by this tragedy.