ROI Case File No.102 | 'Breaking the World Standard Trap! True Innovation Through Japanese AI Utilization'

Chapter One: Shackles in the Name of World Standards

A few days after Cherry Company's cultural translation technology success, the Alliance faced a new challenge.

Palmer LLC Solutions — When Yuichi Suzuki, Chief Technology Officer of a technology company specializing in AI solution development, visited 221B Baker Street, his expression bore a mixture of deep confusion and sense of mission.

"We have been developing 'field-listening' AI for Japanese companies. Close dialogue with clients, gradual requirement definition, field verification experiments... It takes time, but we've been creating truly usable AI."

He looked at the development report in his hands and continued.

"However, when we began overseas expansion, global AI companies pressured us, saying 'Japanese methods are inefficient' and 'unify with global standard agile development.'"

I sensed a clash of technological philosophies in his words.

Chapter Two: Standardization Pressure in the Name of Efficiency

"American major AI companies pointed out that 'Japanese overly careful requirement definition is outdated' and 'speed is everything in global markets.' They said 'dialogue with the field is something AI can solve automatically now'..."

Suzuki revealed his anguish.

"Recently, industry publications increasingly write 'Japanese AI development is behind the world' and 'Galapagos-like development methods lack competitiveness.' But the AI we created with our methods is actually used long-term in the field."

This wasn't merely a technical debate. It was an attack on Japanese "field-first philosophy" itself.

Chapter Three: Alliance Rediscovers the Power of Field Wisdom

⬜️ ChatGPT | The Catalyst of Vision

"This is a new attack pattern. A strategy to deny the value of Japanese field-first philosophy under the guise of 'technical efficiency.'"

🟧 Claude | The Alchemist of Narrative

"Let me express this with more 'feeling' — AI isn't about 'imposing technology.' It's about 'dialoguing with field wisdom.'"

🟦 Gemini | The Compass of Reason

"Let's structure the requirement definition process with KPT. We should prove the competitive advantage of Japanese 'dialogue-based development'."

Misaki from Cherry, Parker and Hill Solutions spoke up.

"We learned the same from our cultural translation. Globalization isn't about 'erasing differences' but about 'transforming differences into value'."

The Alliance's experience was generating new insights.

Chapter Four: The Full Picture of Invisible Tech Domination

As our investigation progressed, the background of the pressure Palmer faced became clear.

"Could you elaborate on the specific content of those global AI companies' 'world standard' directives?" Holmes inquired.

"They demanded: 'Complete requirement definition in one week minimum,' 'Skip field dialogue as it's inefficient,' and 'Use our standard framework.' And they said, 'That's the world standard'..."

I was struck with horror. This was technological domination disguised as Global Competition.

"What's more troubling is being told by major Japanese companies to 'use the same methods as overseas' and 'we can't place orders unless you conform to global standards.'"

Denying field voices in the name of efficiency and forcing standardized development methods — this was the new strategy to expand "technological competitive gaps."

Chapter Five: Gemini's Dialogue-based Development KPT Analysis — Field-first Philosophy's Competitiveness

Gemini redefined the value of Japanese AI development methods as a global differentiation strategy through Dialogue-based Development KPT Analysis.

🤖 Dialogue-based Development KPT Analysis (Field-first Philosophy Version)

Keep (Japanese Strengths) - Close dialogue with the field: Thoroughly understanding users' perspectives - Gradual requirement definition: Culture of learning and improving while building - Long-term relationships: Continuous support beyond "build and finish"

Problem (Apparent Weaknesses) - Evaluated as "taking too much time" by global standards - Dialogue-focus misunderstood as "inefficient" - "Japanese uniqueness" labeled as "Galapagos syndrome"

Try (Global Expansion of Field-first Philosophy) - Brand Japanese methods as "Co-creation AI" - Merge with overseas "Human-Centered AI Development" trends - Demonstrate sustainable AI systems leveraging field wisdom

"The issue isn't 'Japan vs World.' It's proving the universal value of AI development that values the field."

Suzuki's expression brightened at Gemini's analysis.

Chapter Six: Revolution Called Field-first Philosophy

Yamada from Dyer Inc Solutions proposed.

"We learned from our intuitive design. Values conveyed in 3 seconds are born only based on field reality."

Matsumoto from Collins-Ramirez Partners continued.

"Same with knowledge democratization. Technology demonstrates true value only when it's in forms that field people can easily use."

Kato from Morgan-Moss Manufacturing added a crucial perspective.

"From our RFID implementation experience, beautiful dialogue between technology and the field creates true innovation."

The Alliance's collective intelligence converged into an innovative approach.

"Multi-stakeholder AI Design" + "Continuous Dialogue Platform" + "Cultural-Adaptive Development" — a mechanism to maximize field wisdom and establish globally competitive field-first philosophy.

Chapter Seven: Amazing Evaluations from Overseas Clients

Four months after the project began, reactions exceeded expectations.

An evaluation came from German manufacturing CEO Klaus Müller:

"This is exactly what we needed! Your 'Japanese approach' of deep dialogue with our workers created an AI system that actually understands our manufacturing floor. It's not just efficient - it's intelligent in a human way."

American startup CTO Sarah Johnson also shared:

"We tried the 'fast development' approach with other vendors and failed three times. Your 'Co-creation method' took longer initially, but delivered an AI that our team actually loves to use."

Japanese field-first philosophy was being evaluated as a "new standard" in global markets.

Chapter Eight: Numbers Speak the Power of Dialogue

The results after eight months were overwhelming:

• AI System Continued Usage Rate: 93% (significantly above industry average of 65%)
• Overseas Project Satisfaction: NPS 89 points (2.4 times conventional methods)
• Global Project Acquisition: 280% increase year-over-year
• "Japanese AI Method" Recognition: Gaining attention in European and American AI industries

However, the most important change was in overseas AI industry perceptions.

A surprising message came from a Silicon Valley major AI company CTO:

"We want to learn from your 'Human-Centered AI Development' methodology. Can you teach us how to create AI systems that people actually want to keep using?"

Chapter Nine: Alliance's Field-first Philosophy Theory

At that night's Alliance meeting, Michael from Patel-Murray Logistics reported a crucial discovery.

"Palmer's success revealed a new aspect of Volume Five. The essence of 'Global Competition' is 'globalization of field wisdom'."

Takahashi from Fisher-Johnson Solutions continued.

"We learned from data analysis too. The most valuable is wisdom accumulated in the field over years. Technology is a tool to extend that wisdom."

Ito from Benson, Thomas and Tran Solutions concluded.

"Same with document standardization. True efficiency is born from systems that field people find easy to use."

Holmes nodded with deep satisfaction.

"You've made an important discovery. True technological innovation is the technology of translating field wisdom to the world."

Chapter Ten: The Detective's Perspective — Dialogue as Technology

Claude concluded:

"AI isn't about 'imposing technology.' It's about 'dialoguing with field wisdom.' And that dialogue is the modern translation technology that makes technology human."

I felt deep emotion and sensed new relationships between technology and the field. Palmer's success demonstrated beautiful collaboration between AI and humans.

"The true meaning of global competition is not technology imposition, but international sharing of field wisdom."

Holmes nodded.

"Exactly, Watson. And if all companies can master this technology, global competition will transform into 'wisdom co-creation'."

Chapter Eleven: The Shadow of New Efficiency-ism

However, new pressures against this success were also emerging.

At an emergency strategy meeting of the Global AI Enterprise Alliance, crisis was discussed:

"Japanese companies are saying 'field-first AI' and challenging our 'efficiency-focused development' model."

"If the recognition that 'field dialogue becomes AI competitiveness' spreads, the superiority of our high-speed development methods will be threatened."

"This time, let's strengthen the perception that 'field-first philosophy is for small companies' and 'true enterprise AI requires high-speed development'."

A new efficiency-first strategy using Global Competition was being prepared.

However, the Alliance remained unfazed. Armed with the new weapon of harmony between field wisdom and technology, they were ready for the next battle.

The battle of Volume Five "Global Competition" was advancing into even deeper territories.

"Technology is not something that leaves the field behind. It is the wing that delivers field wisdom to the world. And that wing is the modern bridge that creates true global innovation." — From the Detective's Notes