Tazlu Endo: Tell us about your background as a product designer.

Ken Omae: I studied Product Design at Tama Art University and joined Matsushita Electric Industrial Co., Ltd. (now Panasonic) in 2004. As a home appliance designer, I worked on products not only for the Japanese market but also for international markets. I was particularly involved in designing appliances for specific target demographics, such as active seniors (elderly people with high health conscious and active lifestyles) and single individuals in their 30s. Later, I moved to Malaysia as manager of one of Panasonic’s design center, developing appliances for ASEAN countries. For about 13 years, I was involved in product design, identifying customer pain points and developing solutions. My growing interest in this problem-solving process eventually led me to business development.

TE: What was a particularly memorable product you developed?

KO: One standout project is the Bistro steam oven range. I was involved in this project from the earliest development stages as the lead designer, and the fundamental design has remained unchanged since its launch in 2013. Wanting to develop a concept from scratch, I sought inspiration beyond Japan, turning to Europe, where ovens have a long history. To gain deeper insights, I spent several months in Milan, Italy, while also researching kitchens and cooking appliances in the UK, Germany, and France.

In particular, I had the opportunity to cook and share Japanese dishes like chawanmushi and Japanese-style bread with passionate Italian cooks. Through these interactions, I received feedback such as, “Japanese ovens can not only heat and bake but also have a steam function! The food is delicious, and this is a smart oven packed with Japanese ingenuity. If you could keep these features while making it more compact, it could fit on kitchen counters all over the world!” These insights gradually shaped the project’s direction.

The unique space constraints of Japanese kitchens inspired the creation of the Bistro line, which seamlessly blends multifunctionality with compactness. Working closely with the planning and engineering teams, we brought this concept to life, and Bistro has since become a beloved product.

TE: What made you transition to business development?

KO: From the moment I set my eyes on becoming a product designer, I viewed household appliances, automobiles, and other industrial products as highly impactful areas of design in society. As I gained experience designing various products, I gradually realized that designing businesses themselves could have an even greater social impact. This realization solidified when I joined Panasonic β, a new business development organization in Silicon Valley, from 2017 to 2020.

There, I discovered the thrill of identifying ideas rooted in users' real-life challenges and crafting optimal solutions using cutting-edge technology. When a solution is truly exceptional, it has the potential to evolve into a business that defines the next era. Silicon Valley startups embodied this very possibility, demonstrating it firsthand.

During this time, I also had a serendipitous encounter with a professor renowned as a pioneer of design thinking at Stanford University. At a public research presentation hosted by his department, I happened to sit next to an elderly gentleman. Unaware of his identity, I noticed he was struggling to hear the discussion at our table, so I sketched out key points to communicate them to him. To my surprise, when the event concluded, he was introduced as the keynote speaker.

I took a chance and told him I wanted to learn design thinking from him. He responded, "You made sketches to help me understand—come to my lab tomorrow." He even invited me to join his seminar. From that point on, I attended Stanford University as a visiting scholar, spending my Wednesday evenings immersed in the world of design thinking.

TE What is design thinking?

KO: Stanford University’s Department of Mechanical Engineering houses a Design Thinking program. There are various theories about the origins of design thinking, but according to the professors and classmates I spoke with during my time at Stanford, the methodology was established by incorporating the mindset of designers into engineering research to create solutions that better serve users.

The design thinking framework consists of five simple steps: empathize, define, ideate, prototype, and test. However, its essence lies in identifying both the explicit and latent challenges users face and generating optimal solutions. This core principle aligns well with new business creation, such as developing innovative ventures and services.

TE: What were your key takeaways from Stanford?

KO: Books on design thinking and its frameworks can be purchased anywhere in the world, but opportunities to experience its essence through hands-on practice are far rarer. Through various case studies, I picked up key mindsets such as embracing ambiguity and celebrating failure.

One lesson that left a lasting impression on me was the importance of welcoming conflict. When highly skilled individuals come together to drive innovation, friction is inevitable. My professor, however, encouraged us to view conflict like turbulence on an airplane. He said, "Experiencing turbulence is proof that you're in motion. Instead of avoiding it, steer through it skillfully and keep moving toward your destination."

This lesson has been invaluable to me, especially as I continue to collaborate with talented individuals who bring strong ideas and unique perspectives to the table.

TE: Can you share an example of a business development project you are currently working on?

KO: Until the 2024 fiscal year, I was involved in the business development of next-generation energy technology, specifically Perovskite solar cells. While this innovation stems from groundbreaking research, advanced technology is not always immediately understandable in terms of its real-world benefits. Effectively communicating its value requires creativity.

The key lies in translating technology into a compelling story—how it benefits customers and enhances daily life. By applying design thinking, we bridge the gap between complex innovation and its practical applications. At Panasonic, we have positioned perovskite photovoltaics glass as "power-generating glass that integrates seamlessly with urban spaces and everyday life" and are working toward commercialization.

Looking ahead to 2025, I will be leading a new business development project—stay tuned for what’s next.

TE: What changes do you expect to see in the future and what will stay the same?

KO: What will change are the “norms” of society—such as the sharing economy, diversity, and workstyle reforms. New “normals” will keep emerging. What will remain the same is the relationship between problems and solutions. Even as lifestyles change, fundamental human emotions remain unchanged. No matter how convenient the world becomes, small problems will never completely disappear. As long as challenges exist, solutions will continue to be created.

TE: What do you think is essential to design a successful business?

KO: Panasonic’s founder, Konosuke Matsushita, famously said, "First, turn your attention to the customer’s problems." He also emphasized, "Don’t just provide what customers want—offer what truly benefits them." Interestingly, the founder of a well-known Silicon Valley tech company echoed a similar sentiment, stating that customers often don’t know what they truly want until they see it in front of them.

People struggle to fully grasp their own emotions, concerns, and challenges. The same applies to cutting-edge technologies like AI and Web3, which remain abstract until they can be seen or experienced firsthand. In many ways, the world is filled with things that are invisible to us.

This is where designers play a crucial role. They have the sensitivity and observational skills to capture the unseen and intangible, translating them into tangible experiences that people can understand and engage with. My ultimate sense of fulfillment comes from identifying challenges that have yet to be recognized and delivering optimal solutions for these unknown problems. If in the end, people say, “This is exactly what I needed!” then I know I’ve succeeded. Through design thinking and continuous trial & error, I hope to uncover the next "new normal"—the hidden gems of future business opportunities.