“What kind of camera do users truly want?” This question first came to me when I was working on mechanical design for cameras. This led me to explore design thinking—a user-centered approach to creating value. Through user interviews and participation in external workshops, I became increasingly drawn to the idea of working closer to the user. So, in 2019, I used Nikon’s internal career-matching system to transfer to the Design Center.

The Service Design team works alongside different business units to help build organizational structures and develop new business. For example, we create frameworks that allow sales representatives—who interact with customers on a daily basis—to share valuable insights for product development. We also design new service models to accompany product launches. Our work starts with interviews with the requesting business unit, followed by surveys of experts and users, market analysis, and brainstorming sessions. Once we solidify the concept and service vision, we work to develop the internal structures and mechanisms necessary for commercialization. Together with the project team, we take the first step in turning ideas into reality.

“A designer’s strength lies in organizing and visually expressing information,” as my manager often says. While business planning teams can also build new business frameworks, my experience working on numerous projects has led me to understand just how important this process is.

The goal of visual expression is the establishment of shared understanding. What starts as verbal discussion becomes tangible when translated into a diagram. From the beginning to the end of a project, visual expression is an ongoing process. At the stage of organizing challenges, we visually express the flow of existing business processes and identify issues that arise at each phase. This includes structuring user information, analyzing interview results, and mapping out the final service framework. By making everything visible, we ensure that all team members share the same understanding, enabling the project to move forward smoothly.

Visual expression is just as essential in research. Many projects involve conducting interviews with users and industry experts to uncover their challenges and needs. However, simply asking, “What problems do you face?” often yields little response. So, we particularly focus on drawing out tacit knowledge and latent needs that users themselves may not even be aware of. To do this, we carefully design each session to encourage open discussion, ensuring an environment where insights and ideas naturally emerge. This structuring of discussions can often reveal previously unnoticed user issues. Seeing the value in these insights, business units often express their appreciation for our approach.

The very first task in any project is to define its goal. Sometimes, business units come to us with a clear objective, but more often than not, the vision is still vague. Without a well-defined purpose, a project can easily stray from its core value. So, we encourage teams to first ask the question, “Why are we undertaking this project?” This process helps uncover the fundamental issues. By clearly defining what we aim to achieve, we ensure that the project is truly meaningful.

The scope of support for a project I am currently involved with has expanded beyond the initial expectations. Originally, the request was to collaborate on the promotion of a new service for a specific piece of equipment. This was priced at several hundred million yen per unit, posing a significant purchase barrier. To mitigate this, the business unit initially considered a limited-period trial-based service model. However, as we organized the details, it became clear that the service concept itself needed further refinement. Through ongoing discussions, the business unit also began questioning their initial goals, and realized the need for deeper exploration.

To refine the service, we conducted interviews with target companies. Using the insights we gathered, we clarified how the new service would deliver value to customers and aligned internal efforts accordingly. The internal framework for implementation is also taking shape, bringing us to the final stages before commercialization. We are now close to meeting the key requirements for business launch, such as revenue viability and securing the necessary personnel. Only a select few projects make it to full commercialization, and we are closely monitoring its progress as it nears completion.

Service design methodologies are being tried and tested around the world on a daily basis. We are constantly exploring better ways to conduct interviews and create an environment where ideas can flow freely. As we build our track record within the company, we aim to develop a uniquely-Nikon approach to service design. My vision is for Nikon to become recognized by other companies as a leader in this field.

*Title and work duties are those at the time of interview