Society 5.0

Bruno Salgues is Director of Studies in Innovation at Institut Mines-Télécom, France. A specialist in Information and Communication Technologies, he is currently working on the development of the Centre Ingénierie Santé (Engineering and Health Center) at the École des Mines de Saint-Étienne, France.

• Foreword xvPreface xviiIntroduction xixChapter 1. Society 5.0, Its Logic and Its Construction 11.1. The origins of society 5.0 11.2. The ancient ages 61.3. Cybernics or cyber-physical systems 71.4. The Council on Competitiveness-Nippon (COCN) 81.5. The lessons of history 81.6. The decision variables of society 5.0 91.6.1. Which role for information? 91.6.2. Which role for time? 111.6.3. Which role for nature?  111.6.4. Which role for distraction? 121.6.5. Which role for identity? 131.6.6. Which role for alienation? 161.6.7. Which role for action? 171.7. The contribution of the first revolution 181.8. Humanity 2.0 and society 5.0 181.9. The new role of society 5.0: a return to bio? 191.10. Growing sectors and lagging sectors 191.11. The elements of society 5.0 20Chapter 2. From Society 5.0 to Its Associated Policies 232.1. The place of politics in organizations 232.1.1. The three levels: strategic, tactical, operational 232.1.2. Politics and ethics 242.1.3. The relationship between the strategic, tactical and operational levels, and the organization’s functions and tasks 252.2. The implementation of national policies 252.3. The notion of walls 272.3.1. Different types of walls 272.3.2. The “NIMBY” wall 282.3.3. The wall between private individuals and professionals 292.4. New political attitudes 302.4.1. Vetocracy 302.4.2. Ultrademocracy 332.5. The role of governments 342.5.1. The protection of national industry 342.5.2. The limitations required by governments 352.5.3. The question of public orders 362.5.4. New cultural policies 36Chapter 3. Industry 4.0 at the Core of Society 5.0 373.1. Business in society 5.0 383.1.1. The recent history of the decline of industry 383.1.2. The impact of political choices 393.1.3. Pierre Musso’s perspective 403.2. The firm: a general theory 413.2.1. The management of a firm 413.2.2. The definition of a market 433.2.3. The concept of productive activity 433.2.4. The fundamental structures of the firm 443.2.5. The question of the appearance of improved structures 463.2.6. The usefulness of the concept of profit center 483.2.7. The difference between functions and structures 493.2.8. The relationship between environment, strategy and structure  493.3. The determinants of the factory of the future 503.3.1. The main determinants 503.3.2. The place of digital 523.3.3. Direct manufacturing 533.4. The different types of factories of the future 533.4.1. Factory 4.0: “integrated logistics chain” 543.4.2. The Key-Technology factory: “a highly differentiating process” 543.4.3. The Craft-Industrial factory: “tailor-made industrialized production” 543.4.4. The Client Drive factory: “the customer operates the process” 543.4.5. The Low Cost factory: “in Open Source” 553.5. The regulatory determinants of the factory of the future 563.6. The main questions regarding the factory of the future 563.6.1. The location of the factory of the future 583.6.2. Production cycles 583.6.3. Finances in the factory of the future 593.6.4. The conditions of its emergence 603.7. Changes related to the factory of the future 603.7.1. Actions for favoring the advent of the factory of the future 613.7.2. The notion of industrial revolution 613.8. Daily management 623.9. Additive manufacturing technologies 623.9.1. CNC tools 623.9.2. The notion of CPPS 623.10. The example of the textile industry 63Chapter 4. The City and Mobility 3.0 674.1. Research 674.1.1. The city in motion 674.1.2. Transit-City program 684.1.3. Research on smart vehicles 694.2. The link between smart vehicles and road infrastructure 704.2.1. Smart vehicles’ levels 714.2.2. Current examples of autonomous vehicles 734.2.3. The challenges of the road environment 734.2.4. The smart and mobile habitat 74Chapter 5. Information Technology 2.0, the Foundation of Society 5.0 755.1. The reference to Jean-Paul Sartre 755.2. The “Sartrian” man in the digital world 775.3. Schemata 795.4. Data in their environment 795.4.1. The sources of data 795.4.2. Regulations on data use 805.5. The impact of the digital world 815.6. The digital shift of organizations 825.6.1. Organizations where the digital shift has been a failure 825.6.2. Organizations that made the digital shift early 825.6.3. Organizations blocked at ICT 1.0 835.7. ICT infrastructure 845.8. Primitive technologies 845.8.1. Text analysis 845.8.2. Voice recognition 855.8.3. The mobile phone as an inclusive technology 855.9. Recent technologies 865.9.1. Robotics and automation 865.9.2. Virtual reality 875.9.3. Computer-aided design 875.9.4. Artificial intelligence 89Chapter 6. Society 5.0 and the Management of the Future 916.1. The firm from the managerial viewpoint 916.1.1. The definition of management 916.1.2. Management’s contents 926.2. The definition of market 926.3. Marketing 936.3.1. Marketing is an approach which only makes sense in a certain context 936.3.2. The four historical periods of marketing.956.3.3. The features of the different phases 966.4. The logics: need, desire, expectation and demand 996.4.1. The Lacanian perspective applied to marketing 996.4.2. The place of marketing 1006.5. New managerial skills 1026.6. Boredom comes from repetition 1036.7. Customer satisfaction 1036.8. Resistance to consumption 1046.9. Recovery, gleaning, etc 1056.10. Customer relationship management: an essential tool 1056.11. The holistic approach to management 1066.11.1. Sociocracy 1066.11.2. Holacracy 1076.12. The hacker’s position 1086.12.1. Corporate hacking 1086.12.2. Managing a hacking session 1116.12.3. Human resources management 1126.13. Feeble signals for understanding evolution 1146.14. The generations 1156.14.1. The Beta generation 1156.14.2. The more “ecological” consumption of new generations 1156.14.3. The middle-class generation 1166.15. Skills and generations 1176.15.1. The distinctive skills of a firm 1176.15.2. The history of Low and Less 1176.15.3. The cashless generation 1176.15.4. Changes in commercialization and in business 1186.15.5. Changes in the market 118Chapter 7. The Consequences of the End of Major Innovations 1217.1. The end of the major innovations: some observations 1217.2. Marketing philosophy as a vehicle for enhancing technology 1237.2.1. Why do we mention a marketing philosophy? 1237.2.2. The example of Intel processors 1247.2.3. Innovation balance 1247.3. The new forms of innovation 1257.4. The globalization of research 1267.4.1. The globalization of science does not really exist 1267.4.2. Scientific globalization is only real for mathematics, physics and health 1277.4.3. The key point is European research 1277.5. The globalization of scientific publications 1287.5.1. Scientific communication: publish or perish 1287.5.2. The solution, to expand the scope of “publications” 1297.6. The role of bureaucracy in research 1297.7. The role of China 1307.8. The solution: to restore philosophy, poetry and morality to science and innovation 1317.9. The new research in society 5.0 1327.10. Innovation related to opportunities 1327.11. The paradigm of innovation 1347.12. Design thinking 1357.12.1. Stage 1: identifying a problem and understanding its environment, “observation phase” 1357.12.2. Stage 2: finding the concept or idea that will make it possible to find a solution, “ideation” phase.1367.12.3. Stage 3: designing 1367.12.4. Stage 4: building a model and a prototype 1367.12.5. Stage 5: the assessment phase or “evaluation” 1377.13. The risks of innovation 1387.14. The lessons of Thomas Edison 1397.15. Methods for innovating 1407.15.1. The preliminary questions related to the genesis of a product or a service 1417.15.2. The choice on whether to innovate a product-service or to innovate a process 1427.16. Man in innovation 1427.16.1. The human resources of the innovative firm 1427.16.2. The answer to the society of boredom 1427.17. The different forms of boredom 1437.18. The transgression phenomenon and the transcendence one 1447.19. Boredom comes from the ugly 1457.19.1. The risk of uniformity 1457.19.2. The search for harmony 1467.20. The search for equilibrium 1477.21. Design as a technical answer 1477.21.1. Industrial aesthetics and design laws 1477.21.2. The evolution of design needs 1497.21.3. The use of a former theoretical approach in design 1507.21.4. The aesthetic components 1527.21.5. The impact of the sociometrics and homology 1547.22. The sources and forms of design 1557.23. The other criteria for innovating a product or a service 156Chapter 8. Innovation in Society 5.0 1578.1. The innovative product service 1578.1.1. Losses during the innovation process 1588.1.2. The question on the validation of a new product or a service 1598.1.3. Improving a product 1608.2. The paradigm shift 1608.3. Mash-up forms 1628.4. “Co” society 1638.5. The sharing of information 1638.6. Social networks, Internet and innovation 1648.7. The collaborative forms 1648.8. Innovation ecosystems 1658.8.1. Resource centers 1658.8.2. The concept of the Digital Innovation Hub 1668.9. The evolution of former innovation organizations 1688.10. Innovation in human resources 168Chapter 9. “Co” Society 1719.1. “Co” society 1719.2. The evolution from prosthetic man to the current man 1719.2.1. Types of bored men 1729.2.2. Prosthetic man 1729.2.3. Civilized man 1739.2.4. Rational man. 1739.2.5. Information society man 1749.2.6. Augmented or improved man 1749.3. The split between boredom and innovation 1749.4. New innovative strategies 1759.4.1. Innovation must be everywhere 1759.4.2. The end of the dynamics of jealous marketing 1759.4.3. “Co” society as a means for understanding the consumer 1769.5. Porter’s strategic model 1769.5.1. The notion of strategy and of strategic model 1769.5.2. The concept of value chain 1779.5.3. Porter’s three basic strategies 1789.5.4. Cost strategic advantage 1799.5.5. Differentiation advantage 1799.5.6. Focus strategy 1809.5.7. Development pathways 1819.5.8. The origins of market massification 1819.5.9. The vision through differentiation 1829.6. Useful partnerships 1839.7. Different types of alliances 1849.7.1. The conditions of alliances 1849.7.2. Strategic alliance through fusion 1859.7.3. Strategic alliances involved via the execution of an agreement 1859.7.4. Alliances through the integration of products.1869.7.5. Determinants of an alliance 1879.8. Typology of firms (according to Kotler) 1889.8.1. The leader’s strategy 1889.8.2. The challenger’s strategy 1899.8.3. The follower’s strategy 1899.8.4. The specialist’s strategy 190Chapter 10. The Challenges of Localization, the Market, Skills and Knowledge 19110.1. Localization is increasingly losing its interest 19110.2. New practices related to the lack of importance of localization 19210.3. The importance of reconstruction 19310.4. Changes in market shares: why and how? 19310.5. The issue of skills and knowledge 19410.6. The notion of intellectual capital 19410.7. Changes in operational marketing 19610.8. Intrusive marketing 19710.9. The use of acquired knowledge 19810.10. Identification of regulations in documents 19910.11. Identification of forms of commitment 20010.12. Implementation of normalization 20010.13. Organizational consequences 20110.13.1. The norm as an agent for contextual change 20110.13.2. The norm and machines 20210.14. The impact of change on data 20310.15. Changes in programs and processes 20310.16. Organizational evolution 20410.17. The challenge of generating trust 20610.17.1. Specialized marketplaces 20610.17.2. Rating, the representation of trust 20610.17.3. Commitment as an ingredient of trust 20710.17.4. The necessary confidence for inviting financing 207Chapter 11. On-Demand Society 20911.1. Does boredom have any influence on need, desire, expectation and demand? 20911.1.1. Collective neurosis and diverted uses 20911.1.2. The theory of diverted uses and the role of boredom 21011.1.3. Examples of diverted uses 21111.2. “Servitization”, the products and services of revolution 5.0 21211.3. The notion of “servitization” 21311.4. The nature of “servitization” 21311.4.1. Servicizing 21411.4.2. The different forms of servicizing 21411.4.3. “Servuction” 21511.4.4. Competitive advantage 21511.5. The paths toward “servitization” 21611.5.1. The formation of value 21711.5.2. “XaaS” logic 21811.5.3. The “rental” rather than the “purchase” logic 21911.6. Enterprise manufacturing services 22011.6.1. The fabless 22011.6.2. Original design manufacturers 22111.6.3. The example of the EMS of electronics 22111.7. The key points of “servitization”: visualization and virtualization 22211.8. Recent developments 22311.8.1. Tokyo University of Technology 22411.8.2. The SPREE project 22411.8.3. The example of the firm Komatsu 224Chapter 12. The Economy of Society 5.0 22712.1. The new economies 22812.2. The problems in the age of connectivity 23012.3. Evolution of economy 23012.3.1. Hunting and gathering economy 23112.3.2. Bartering economy 23112.3.3. Souk economy or the basis of market economy. 23212.3.4. Production economy 23212.3.5. Mass distribution economy 23312.3.6. Market economy 23412.3.7. Environmental economy 23412.3.8. Intangible economy 23412.4. Economy related to digital tools 23512.5. The power of platforms 23712.5.1. The concept of platform 23712.5.2. The role of trust in platforms 23712.5.3. The different types of platforms 23812.5.4. The State as platform 23912.5.5. Platform as a service 24212.5.6. Marketing platforms 24312.6. The limits of platforms 24312.7. Free economy 24412.7.1. The characteristics of free economy 24512.7.2. The example of the “free” newspaper market 24512.8. The fight against large firms 24512.9. The notion of data visualization 24612.10. Technology creating new resources 247Conclusion 249Bibliography 251Index 269