2026RSGT_継続する勇気と文化的知性_日本企業におけるアジャイルの現場から

The Courage to Continue and Cultural Intelligence — Insights from Agile Practice in Japanese Enterprises 継続する勇気と文化的知性—日本企業におけるアジャイルの現場から 2026.1.7

Table of Contents 目次 ０．Preface はじめに １．The Challenge of Not Spreading 広がらない問題 ２．Doesn’t reach executives and managers 経営層・管理職に 伝播しない ３． Summary まとめ 2

0． Preface はじめに 3

Welcome to RSGT 2026！！ https://www.facebook.com/TokyoInternationalAirport.Haneda/ 4

• https://www.facebook.com/TokyoInternationalAirport.Haneda/

Standing on the shoulders of giants 巨人の肩にのる 5

Standing on the shoulders of giants 巨人の肩にのる POWER DISTANCE INDULGENCE VS RESTRANT INDEVIDUARISM VS COLECTIVISM HOFSTEDE’S CULTURAL DIMENSIONS MASCULINITY LONG VS SHORT TERM ORIENTATION VS FEMININITY UNCERTAINTY AVOIDANCE 6

About Speakers 自己紹介 小泉 岳人 Takehito Koizumi X：@koitake_ 小井 聡介 Sousuke Koi X：@5khoi5 Nissay Information Technology Co.,Ltd. ） Nissay Information Technology Co.,Ltd. Manager (21st year） Hobby: Playing contrabass ScrumMaster（23rd year） Hobby: Take a walk 7

Company Profile 会社紹介 Nissay Information Technology Nippon Life Insurance Company ◼IT subsidiary of Nippon Life ◼A leading life insurer in Japan, Insurance Company, delivering IT serving around 15 million customers and consulting services for insurance with a focus on long-term and healthcare. commitment and sustainability. Founded Founded :1999 Employees:2,611 （as of April 1, 2025) https://www.nissay-it.co.jp/ :1889 Employees:68,060 https://konjakuphoto.com/?p_mode=view&p_photo=8110/ 8

• https://www.nissay-it.co.jp/
• https://konjaku-

Company Profile 会社紹介 Large-scale system development Waterfall approach Hierarchical and siloed organization 大規模開発 計画駆動 階層・分業型 9

Company Profile 会社紹介 The Need for Agile and Product Development has increased. Agile開発やプロダクト開発の必要性 Large-scale system development Waterfall approach Hierarchical and siloed organization 大規模開発 計画駆動 階層・分業型 10

About our department “Lab.” 組織紹介 - 2022 2023 2024 2025 Department "Lab." Established Build Products using Scrum Support Insurers with Agile/Scrum Internal Agile/Scrum support Host internal study sessions Speaking at Internal & External events 11

Presented at multiple conferences And shared our experiences 12

No matter what we try, it just didn’t spread. 何をやっても広がらない問題 Feels like watering the desert with watering can... 砂漠で水を撒いている感 13

Is it impossible for us to drive change within big enterprise in Japan? 日本の大企業の文化を 踏まえた取組は難しい？？ 14

Characteristics of Japan in Hofstede’s Six Dimensions Model ホフステード6次元モデルでの日本の特徴 Explains how cultures differ in six key ways. Low Power Distance Collectivism Power Distance Individualism vs. Collectivism High Power Distance Individualism QOL vs. Achievement Achievement Oriented Tolerance for Uncertainty Uncertainty Avoidance Avoidance of Uncertainty Short-Term Oriented Long-Term vs. Short-Term Long-Term Oriented Restraint Oriented Indulgence vs. Restraint Indulgence Oriented QOL Oriented 15

Characteristics of Japan in Hofstede’s Six Dimensions Model Low Power Distance ホフステード6次元モデルでの日本の特徴 High Power Distance 31 Individualism Collectivism 69 Achievement Oriented QOL Oriented 8 Tolerance for Uncertainty Short-Term Oriented Restraint Oriented 50 Avoidance of Uncertainty Long-Term Oriented 35 55 Indulgence Oriented 16

Characteristics of Japan in Hofstede’s Six Dimensions Model Low Power Distance ホフステード6次元モデルでの日本の特徴 High Power Distance ５４ Individualism Collectivism ４６ QOL Oriented ９５ Tolerance for Uncertainty ９２ Short-Term Oriented Restraint Oriented ８８ ４２ Achievement Oriented Avoidance of Uncertainty Long-Term Oriented Indulgence Oriented 17

Typical Japanese Meeting 18

Characteristics of Japan in Hofstede’s Six Dimensions Model ホフステード6次元モデルでの日本の特徴 In the case of Meeting ・Many members attend without speaking. 発言しないメンバーもたくさん出席 。 ・Postpone making a decision and take it back. 結論を出さず持ち帰る ⇒Avoidance of uncertainty, long-term oriented, hierarchical + flat 不確実性の回避・長期志向・階層＋フラット 19

１．The Challenge of Not Spreading 広がらない問題 20

Sharing struggles 1 お悩み相談 I created a guide to start agile development in our company. However, agile development never started, and the guide was never used. What should I have done differently? 21

Sharing struggles 2 お悩み相談 I organized many internal study sessions, but participation never increased. I also encouraged people to attend external conferences, but it had little impact. What should I have done differently? 22

Sharing struggles（Analysis through Hofstede’s Six Dimensions Model) お悩み相談 Avoidance of Uncertainty Creating a guide to reduce risks is often required. Long-Term Oriented Long-term measures aren’t always tied to short-term results. リスク低減のためのガイド作成が先に求められる 長期的な変化のための施策が短期的な成果に紐づかない Restraint Oriented Even if we highlight the enjoyment of conferences, there is often resistance due to a restraint-oriented mindset. カンファレンスの楽しさをアピールしても、抑制思考のため、伝わりづらい Collectivism When others don’t attend, people may hesitate to participate. 周りのメンバーが行かないと、参加を躊躇する 23

The Challenge of Not Spreading 1 何をやっても広がらない問題(1/5) ①. Focus on Early Adopters アーリーアダプターに注力する ②. Find Sustainable Approaches (Enjoy and Reduce Load) 持続するやり方を見つける(楽しむ／負荷を下げる) ③. Leverage Compound Effects (Learning, Sharing, Relationships) 複利を効かせる（学習・発信・人間関係） ④. Maintain Multiple Time Horizons 時間軸を複数持つ 24

The Challenge of Not Spreading 1 何をやっても広がらない問題(1/5) ①. Focus on Early Adopters アーリーアダプターに注力する Laggards 持続するやり方を見つける(楽しむ／負荷を下げる) Late Majority Early Majority Early Adopters Innovators ②. Find Sustainable Approaches (Enjoy and Reduce Load) ③. Leverage Compound Effects (Learning, Sharing, Relationships) 2.5％ 13.5％ 34% 34% 16% 複利を効かせる（学習・発信・人間関係） Only about 16% of people are open to embracing new things. ④. Maintain Multiple Time Horizons 時間軸を複数持つ 25

The Challenge of Not Spreading 1 何をやっても広がらない問題(1/5) ①. Focus on Early Adopters アーリーアダプターに注力する ②. Find Sustainable Approaches (Enjoy and Reduce Load) 持続するやり方を見つける(楽しむ／負荷を下げる) ①. Reduce prep effort ③. Leverage（5% Compound prep, rest byEffects mob working） (Learning, Sharing, Relationships) ②. Make it as celebratory event for our own sake 複利を効かせる（学習・発信・人間関係） study sessions into a “Learning Festival”） ④. Maintain （Turn Multiple Time Horizons 時間軸を複数持つ 26

The Challenge of Not Spreading 1 何をやっても広がらない問題(1/5) Sharing ①. Focus on発信Early Adopters Sharing can gain new insights and アーリーアダプターに注力する build new relationships, Learning Relationships that makes stronger 人間関係 ②.学習Find Sustainable Approaches over time. (Enjoy and Reduce Load) 持続するやり方を見つける(楽しむ／負荷を下げる) 発信が学習やネットワークに繋がる。 (複利で強化されていく） ③. Leverage Compound Effects (Learning, Sharing, Relationships) 複利を効かせる（学習・発信・人間関係） ④. Maintain Multiple Time Horizons 時間軸を複数持つ 27

The Challenge of Not Spreading 1 何をやっても広がらない問題(1/5) ①. Focus on Early Adopters アーリーアダプターに注力する ②. Find Sustainable Approaches (Enjoy and Reduce Load) 持続するやり方を見つける(楽しむ／負荷を下げる) 3 years later Glad to the guide, TheLeverage guide never Compound used ③. Effects we were able to start 作られっぱなしのガイド Agile development. (Learning, Sharing, Relationships) 複利を効かせる（学習・発信・人間関係） ガイドのおかげで、始められました ④. Maintain Multiple Time Horizons 時間軸を複数持つ 28

２．： Doesn’t reach executives and managers. 経営層・管理職に伝播しない 29

Sharing Struggles 3 お悩み相談 Even when I report to executives, my intentions don’t get through. Their feedback often feels misaligned with what I’m trying to achieve, which leaves me frustrated. How can I move things forward more effectively? 30

Sharing Struggles 3（Analysis through Hofstede’s Six Dimensions Model) High Power Distance お悩み相談 Collectivism In executive meetings, power dynamics and group psychology often shape the discussion. Achievement Oriented High pressure to meet targets — perfection is valued over experimentation. 経営会議では、権力格差の意識や集団心理が働き、忖度した議論が求められがち 目標必達への圧力は大きく、欠点がないことが重要 Avoidance of Uncertainty Topics with high uncertainty tend to be avoided. 不確実性が高い内容は忌避される 31

Doesn’t reach executives and managers. 経営層・管理職に伝播しない ①. Learn Product Management プロダクトマネジメントを学ぶ ②. Invite them to join the community コミュニティに誘う ③. Maintain multiple time horizons 時間軸を複数持つ 32

Doesn’t reach executives and managers. 経営層・管理職に伝播しない ①. Learn Product Management プロダクトマネジメントを学ぶ ②. Invite them to join the community コミュニティに誘う ③ Solution-Product-Fit ② Problem-Solution-Fit What will be specific measures? What kind of value we can provide? ① Customer-Problem-Fit What issues do they have? ③. Maintain multiple time horizons 時間軸を複数持つ 33

Doesn’t reach executives and managers. For reference 経営層・管理職に伝播しない Purpose Vision Why do we do this business? What future state do we want customers to achieve? Unfair Solution Advantage What unique assets or strengths support our value? How do we deliver this value? Value Alternativ Proposition es & Gaps What value do we deliver, and what will customers be able to do? Key Metrics How do we know we are making progress? Hypothesis Canvas By Toshihiro Ichitani Business Model How do we make money? How are customers solving the problem today, and what are they dissatisfied with? Problem Situation What problems are customers already aware of? In what situations do customers face the biggest challenges? Root Causes Behavior What hidden or unresolved problems exist beneath the surface? What common behaviors do people in this situation show? Channel How can we reach people in this situation? Market Size How large is the target market? (TAM / SAM / SOM) 34

• https://ichitani.com/profile

Doesn’t reach executives and managers. 経営層・管理職に伝播しない ①. Learn Product Management プロダクトマネジメントを学ぶ ②. Invite them to join the community コミュニティに誘う Experience within the company Experience within the community ③. Maintain multiple time horizons 時間軸を複数持つ 35

Doesn’t reach executives and managers. 経営層・管理職に伝播しない In large companies, ①. Learn Product Management プロダクトマネジメントを学ぶ executive members change every three years due to rotation. 大企業では約３年の異動で経営層メンバーは入れ替わる ②. Invite them to join the community Both good and bad コミュニティに誘う managers are rotated. いい上司も悪い上司も異動する ③. Maintain multiple time horizons 時間軸を複数持つ 36

３．：Summary まとめ 37

Maintain multiple time horizons 時間軸を複数持つ １:The Challenge of Not Spreading ２：Doesn’t reach executives and managers. ①. Focus on Early Adopters ①. Learn Product Management ②. Find Sustainable Approaches (Enjoy and Reduce Workload) ③. Leverage Compound Effects (Learning, Sharing, and Relationships) ②. Invite others to join the community ③. Maintain multiple time horizons ④. Maintain Multiple Time Horizons 38

Maintain multiple time horizons 時間軸を複数持つ Daily 1-few months Daily Study Sessions 1 year or more ・・・・ Quarterly Goal Review Focus on what you can do and leverage compounding. A Small Cultural Change 3 keys: "Learning, Sharing, and Relationship" 39

Maintain multiple time horizons 時間軸を複数持つ Can these small, everyday changes eventually lead to change across the entire company? Are we able to change our organization? 40

Maintain multiple time horizons 時間軸を複数持つ Nippon Life founded in 1889 During this long history, it has survived many wars, earthquakes, and other disasters. We believe this is because it has resilience to change and adapt. https://www.nissay.co.jp/kaisha/annai/kigyourinen/ayumi/ 41

• https://www.nissay.co.jp/kaisha/annai/kigyourinen/ayumi/

Maintain multiple time horizons 時間軸を複数持つ About 50% of the world’s companies that are over 100 years old are Japanese. 40000 35000 30000 Number of Companies Over 100 Years Old (Nikkei BP Consulting, Inc., 2022) 25000 20000 15000 10000 5000 0 OTHER 42

Maintain multiple time horizons 時間軸を複数持つ Every day, we feel dissatisfaction and anxiety when things can’t be changed. Over the past 100 years, many people have felt the same frustration and impatience. When we think that we are also part of creating the history, even watering the desert doesn’t seem so bad. 43

We hope to share more about our progress and changes next year. Please come and visit Japan again. Thank you very much. https://www.facebook.com/TokyoInternationalAirport.Haneda/ 44

• https://www.facebook.com/TokyoInternationalAirport.Haneda/