A 'Nu' Way to Make Work Less Work

I’d like to start by discussing Japan’s overall digital environment. Before this interview, we were reflecting on how Japan has historically been known for its excellence in analog and hardware-oriented industries—large-scale manufacturing, precision engineering, and robotics. However, in contrast, Japan’s presence in software and digital services has been comparatively limited.Today, as the country faces major demographic challenges—declining productivity and a shrinking domestic market—both the government and private sector are increasing their investments in new and niche technologies. From your perspective, how do you view Japan’s current digital landscape? And how do you expect it to evolve in the coming years?

As you mentioned, Japan has not been particularly strong in digital transformation, or what we call DX. I believe that’s because our society tends to move forward by aligning to the lowest level of digital literacy—so we have a culture that naturally leans toward analog efficiency rather than digital innovation. Companies like Fujitsu and NEC, for instance, made tremendous progress on the hardware front, but software development did not advance at the same pace. As a result, Japan has fallen behind in digitalization.

That said, the government is now recognizing this and is working hard to encourage development and innovation. We’re seeing investment flow not only into large corporations but also into smaller, niche technology providers. At the same time, I believe that with the emergence of generative AI, Japan may actually find a new source of strength. AI allows people to interact with technology as naturally as they do with analog tools—through conversation, intuition, and emotion. That could turn what was once Japan’s weakness into a unique advantage.

For example, my wife isn’t particularly comfortable with technology—she even finds typing a search query on Google challenging. But she can use ChatGPT easily because she can speak naturally, as if she were talking to a person. AI’s ability to understand human language allows people who aren’t digital natives to use technology intuitively. In that sense, AI bridges the gap between analog comfort and digital progress. It encourages people who are less familiar with technology to participate, and that inclusiveness could become Japan’s strength as we move deeper into the AI era.

Many companies we’ve interviewed have also pointed out that Japan’s market has a very unique cultural context, which makes its approach to DX distinct. You mentioned that AI might help Japan overcome its analog tendencies, which is a very interesting perspective. However, despite those challenges, companies like yours have been very active globally. Nulab operates in Japan and internationally with great success. Looking ahead, as more Japanese companies expand overseas, what kinds of challenges do you think they will face—and what do you see as the key to overcoming them?

One major challenge is the language barrier. It’s often said that translation tools or AI can solve this, but I don’t think it’s that simple. The structure of languages is deeply tied to culture, tone, and emotion. AI can translate information, but it can’t always capture human subtleties—the “vibe” of communication. That’s something many business leaders find frustrating when trying to globalize. Communication is more than words; it’s cultural empathy. For Japan, which has unique social and organizational systems, this makes globalization more difficult. And with Japan’s population declining, the question is whether we can sustain global expansion while maintaining our strengths. I think that’s a challenge the entire nation is now grappling with.

You mentioned that Nulab operates globally—with offices in New York and Amsterdam. Given the obstacles you described, how were you able to achieve this expansion? What were the biggest challenges in building a global presence, and how do you differentiate Nulab from other Japanese or international tech companies?

We’re still very much in the middle of that journey. I wouldn’t yet say that we’ve succeeded—we’re continuously learning. But every challenge we encounter in building a global team gives us insights that we then reflect in our products. Because we create business collaboration tools, the barriers we face—language differences, time zones, communication gaps—are the same barriers our customers face.

Our mission is to turn those challenges into better software. If we can make tools that help us overcome global collaboration hurdles, we can help other Japanese companies do the same. So, even though we’re still learning, there’s great value in this process. We want to keep challenging ourselves to build tools that make cross-border teamwork seamless—perhaps even transcending time and distance with the help of generative AI.

So, in a way, your own global challenges become part of your innovation process.

Exactly. What we experience becomes our product inspiration. By turning our own global struggles into solutions, we make our software more human and universal.

Let’s talk about differentiation. In your view, what makes Japanese companies—and Nulab in particular—different from foreign competitors in the global tech market?

I like to say that Japanese people are very good at “wasting talent”—and I mean that positively. Many Japanese have won the Ig Nobel Prize, which celebrates creative yet unconventional ideas. That shows our culture’s talent for exploring ideas with curiosity and playfulness, even when they seem impractical.

If you look at it differently, it means we’re good at creating “space”—room to enjoy the process, not just the result. At Nulab, that idea translates into how we design our products. We don’t just build tools for efficiency—we build tools that are enjoyable to use. Our project management tool, for instance, isn’t meant to feel like a rigid workspace. We want it to feel like an open, comfortable office that inspires creativity and teamwork. That balance between functionality and joy—between professionalism and playfulness—is, I think, a distinctly Japanese strength.

Japanese management philosophies such as “Kaizen” and “PDCA” are also well known internationally. Do you draw on those traditions in your approach?

Absolutely. In Japan, continuous improvement is part of our DNA. We often talk about “turning the PDCA cycle”—Plan, Do, Check, Act—and how to do it effectively. At Nulab, we study how to apply those principles to teamwork itself. We call this concept “Teamwork Management.” It’s not just about managing tasks; it’s about helping teams work better together, with energy and creativity. We’re developing tools—not just Backlog but also Cacoo and other new services—that enable teams to thrive and feel fulfilled in their work. This approach, I believe, is one of our strongest differentiators. And it’s not just because we’re a Japanese company—it’s because we’re Nulab.

Backlog

Let’s talk about technology development. You mentioned that you’re integrating AI into your products. Could you tell us more about how AI is shaping Nulab’s direction?

Yes, AI is a major focus area for us right now. We’re developing features that allow AI to act almost like a new member of the team. In Backlog, for instance, even users who have never managed a project before will be able to consult with the AI for guidance. The AI will help structure projects, identify risks, and suggest next steps—almost like having an experienced project manager working alongside you. Our goal is to make AI a true collaborator that enhances teamwork rather than just automates tasks.

As Nulab offers multiple products, how do you plan to integrate them under a unified strategy? What kind of experience do you want users to have across your ecosystem?

Returning to our earlier discussion, Japan still struggles with DX partly because people want technology that feels natural—almost analog. That’s why we focus on making our software intuitive, friendly, and human-centered. Integrating AI is essential to achieving that. But beyond that, we’re thinking about how technology can fit more seamlessly into everyday work—beyond screens. For example, imagine using smart glasses that capture discussions automatically and convert them into digital notes or to-do lists, or wearable devices that help record and manage daily workflow. These are the kinds of experiences we want to enable—where digital tools blend naturally into how people already work.

Now, in terms of partnerships—both in Japan and abroad—how do you collaborate with other companies or technology providers? Do you see differences between domestic and international partnership strategies?

Yes, there are clear differences. In Japan, software like ours tends to be adopted from the bottom up, meaning employees on the ground start using it first. So we’ve built a partner network that focuses on teaching and supporting users—helping teams implement and get value from our products. Overseas, especially in the U.S., it’s more of a top-down approach. Decisions are made at the executive level. That means our partners abroad are often management consulting firms or companies that provide strategic business tools. So, in Japan, we focus on partners who are close to users. Abroad, we work with partners who can reach decision-makers. Both strategies are necessary for effective market expansion.

That makes perfect sense. And if a company wanted to explore collaboration with Nulab—especially in areas like project management or AI integration—would that be possible?

Of course! We’re always open to exploring meaningful partnerships that align with our mission.

Now, my final set of questions is about ecosystems. Nulab was founded in Fukuoka, and you’ve been very active in local innovation initiatives. What is the importance of participating in Fukuoka’s startup programs, and what advantages does that ecosystem bring to your company?

Thank you—you’ve clearly done your research. Yes, Fukuoka City has been making tremendous efforts to build a strong startup ecosystem, and we’re proud to be part of that. Personally, what I gain from engaging with startups is their incredible passion. Interacting with founders reminds me to stay hungry and curious, no matter how large our company grows. It keeps the entrepreneurial spirit alive.

As a company, we also run a program called the “Nu Source,” which supports new business ideas. We hope this initiative will inspire participants from Fukuoka and beyond. Fukuoka is also a designated National Strategic Special Zone, which makes it one of the most flexible regions in Japan for regulatory reform. For example, I personally proposed the concept of an “Engineer Visa,” which has since been implemented. Working within this ecosystem allows us to collaborate closely with the local government and propose the kinds of reforms that support innovation. That’s one of Fukuoka’s greatest strengths.

Could you summarize Nulab’s identity in a single sentence?

Nulab is a company that enhances productivity through waigaya—a Japanese word that means lively, passionate discussion and open communication. We believe innovation happens when people share ideas freely and energetically.

Wonderful. And finally, if we were to meet again for another interview five years from now, what would you like Nulab—and yourself—to have achieved by that time?

Five years from now, I hope Nulab will be a truly global company—recognized not just for our products, but for our community. I want our employees and our users to move in the same direction together, sharing one simple goal: To make creating simple and enjoyable.

In the future, we aim to generate a certain percentage of our sales from overseas markets. But beyond numbers, my goal is to build a global community where innovation and happiness coexist—where technology helps people create with ease and delight.

For more information, visit their website at: https://nulab.com/ja/about/