CIRIEC Japan
Dec. 3, 2022

Prospects for Promoting Cohesion in the EU and AsiaPacific through SDGs
-Creative Public Space Design-

Hajime IMAMURA
Toyo University, GINOS, GIC
CREAPS-DESIGNRequired personal qualities of the creative city
in Landry, C (2008) The Creative City (2nd ed.)• There can be no creative organizations or cities without
creative individuals, people who think resourcefully, openly
and flexibly, who are willing to take intellectual risks, to thinkproblems afresh and to be reflexive. Their learning style
fosters a virtuous cycle of creation and re-creation which
opens up some possibilities and invigorates others. They canprioritize effectively and ensure that the routine demands arenever allowed to smother the time for innovation. The creative
individuals need to be brought into play at strategic points
because, though not everyone in the creative city needs to becreative, it depends on a critical mass of open-minded,courageous and fresh thinkers. A handful of strategicallyplaced creative people can transform a city if they are in theright positions of influence - not necessarily of power.
Barcelona, Glasgow and Emscher probably started with fewer
than a dozen such individuals.

Those who do not have the will to be independent must not be
deeply concerned about their country" (Yukichi Fukuzawa). Thisis the era of Global Entrepreneurship, the spirit and practice ofindependence• The future is entrepreneurship. In the coming age of VUCA, the spiritof "independence," of starting one's own business, rather than theentrepreneurial spirit of just making money, will be necessary.

• Fukuzawa Yukichi said, "Those who lack the will to be independent
must not think too deeply of their country. He who depends on others
must be afraid of others. Those who fear others will always obey
others.” Konosuke Matsushita also quoted this saying, "Even if
thousands or tens of thousands of people gather together without aspirit of independence, they are nothing more than a crowd of people.
It is not only countries. It is the same for a company if its employees
do not have an independent mind. Leaders must know that thecultivation of an independent mind is the key to the rise and fall of acompany, an organization, or a nation. (From "Words of Konosuke
Matsushita")• The time has come for the spirit and practice of GINOS "Global
Entrepreneurship" independence.

The people's lack of willpower is themain cause of Japan's economic
stagnation.
While other developed countries are
expanding consumption, why is it thatJapan is the only country that continues tosink? During the period of high economic
growth and the bubble economy, Japan
enjoyed the springtime of its own life witha growing population and export-led
economy. However, despite the selfabsorbed images of "kindness,""compassion," and "kizuna" (bonds), the"lost 30 years" revealed the hidden natureof the Japanese people to be paranoid andto drag others down with them. Economic
improvement cannot be achieved with abackward-looking mindset. This bookanalyzes the current state of atrophiedconsumer confidence among the Japanesepeople, points out the reasons why the
economy cannot be boosted based on
numerous data, and proposes solutions.

Japan will surely fall if nothing isdone. ・・・・・ The author, who lived
in England at the end of the 1990s,
warns about the future of Japan in theyear 205 The author, who lived inEngland in the late 1990s, sounds awarning about the future of Japan in theyear 205. He points out the flaws in theJapanese mentality and in Japan's
financial, industrial, and educational
sectors, respectively, and offers the only
remedy.
If nothing is done, Japan will surely fall.
This book, written at the end of the
1990s with an eye toward the year 250,
is surprisingly prescient of the situationin which Japan finds itself today. Why isthis so? The book tongue-in-cheekpoints out the structural flaws in theJapanese mentality and in Japanesefinance, industry, and education, andpresents the only remedy: the concept ofa "Northeast Asian Community.

https://www8.cao.go.jp/cstp/tyousakai/inno
vation_ecosystem/1kai/siryo7_print.pdf

https://www8.cao.go.jp/cstp/tyousakai/inno
vation_ecosystem/1kai/siryo7_print.pdf

8
https://hbr.org/2015/12/getting-to-si-ja-oui-hai-and-da

9

Which do you think is “Public,” policeman
or Irish rugby supporters?

Did you know the “Public School” in Englandis a private school?

Public in European sense and that inJapanese sense• Public(Longman contemporary)(n.)• Ordinary people who do not work for the government or have any
special position in society• Public(Longman contemporary)(adj.)• Relating ordinary people who do not work for the government or
do not have important jobs
• Relating to the government and the services it provides forpeople• “Kou” in Japanese (Koujien Japanese dictionary)• The imperial court, government office, nation, official• Society, the real word, the outward• Lord , Master, nobleman• “Koukyou” in Japanese (Koujien Japanese dictionary)• Official, Society in general,

Redistribution

Social economy(third sector)State(public agencies)
Public –TSO partnership Not-for
For-profit
SE providing public goods profit
PublicPrivateSE paid work/volunteer
Informal groups in Southerncountries

FPO –TSO partnership
Fully market - based SE

Community(households, families)

Reciprocity

Privatecompanies

Informal Formal

Market2 Types of Labor Market

Internal Labor market and External Labor market
In ILM, Newly recruits start their carrier from the bottom of thejob ladder hierarchy of Internal labor market accumulation firm
specific skills

European model of decision making system with horizontal
independent membership and Japanese vertical subgroupmodel

Creative Public Space Design for Innovation,
Creativity and Entrepreneurship• Especially for Japan we must solve the current problem ofJapan's economy, which is not only stagnant but also in
retreat. If this situation continues, Japan will fall behind inimportant areas such as AI and ICT technology.
• The key phrase is "organizational and human resource
transitions. This is because it will lead to the solution of
the problem of how to draw out the "creative commitment
of individuals" both in business and in civil society. The
loss of confidence among executives in Japanesecompanies today is particularly serious because they havelost confidence in their ability as executive managers.
They operated in middle management positions underdifficult circumstances after the collapse of the bubble
economy, in contrast to the executives up to the bubble
era who experienced middle management positions
during the period of high economic growth and managed
their businesses with strong confidence.

Creative Public Space Design for Innovation,
Creativity and Entrepreneurship• The DX and innovation in the economy throughorganizational and human resource transitions is anurgent issue.
• METI announced in July about the "METI Startup Policies- A list of METI Startup Support Policies" and opened
related portal site to promote entrepreneurship in Japan.
And, Keidanren also corresponds to this challenge fromMarch 2022 to increase the numbers of startups by 10times and the scale of startups by 10 times in 5 years
thorough creating a "startup friendly ecosystem" in Japan.

Creative Public Space Design for Innovation,
Creativity and Entrepreneurship• I visited in Berlin's Adlershof cluster for Optics andPhotonics to find the reason behind the success. One of
the important causes was well designed and organized"Creative Cluster" of horizontal relation of company,
research institute, university. Cluster itself was comingfrom the idea of Michel Porter and there are manysuccessful cases all over the world but very few in Japan.
And also, there is not so successful in France comparedto Germany. Some researcher explained me that there isnot strong "Mittelstand"(SME) in France.
• What combines organizations and people (researchers,
businessmen or Bohemians of arts)? One famous image iscoming from the creative and innovative community of
Silicon Valley. And, why I would like to invite researchers
from Strasbourg and HEC Montreal is they are proposing
one solution model of enhancing "Middle Ground"Creative Public Space Design for Innovation,
Creativity and Entrepreneurship• However, the serious problem in Japan is scarcity of thelevel of independent entrepreneurship and the culture of
avoiding risks. As you can find in the power point,
although the Keidanren and METI have finally launchedpolicies to support startups this year, a detailed
examination of these policies shows that the reasons forthe failure of many clusters have not yet been removed.
• The startup ecosystem itself remains outdated, not tomention the fact that a free, horizontal community like
Silicon Valley conflicts with Japan's historical humanresource management, and it is still insufficient toencourage young people with an entrepreneurial spirit totake on challenges without fear of taking risks.

Creative Public Space Design for Innovation,
Creativity and Entrepreneurship• I will not say this is the only possible solution, we shouldfind solution on promoting "Creative Public Space"(BA場)with individual positive commitment, and newly designed
innovative clusters over crossing the border of Company,
university, institution. And finally, most important policy is
to increase the numbers of "Entrepreneurial Minded""Risk Taking" independent researchers, engineers andbusinesspeople and social entrepreneurs to co-create realand virtual and meta-Uni"verse."

Creative Public Space Design for Innovation,
Creativity and Entrepreneurship• References•

World Economic Forum (2018), Eight Fu15tures of Work. Scenarios and their Implication• https://www.weforum.org/whitepapers/eight-futures-of-work-scenarios-and-their-implications/•

IMD World Competitiveness Center (2022), World Digital Competitiveness Ranking,• https://www.imd.org/centers/world-competitiveness-center/rankings/world-digital-competitiveness/•

Ataka, Kazuto (2020), Shin Nihon: Japan's Revival and Human Resource Development in
the AI x Data Era• https://publishing.newspicks.com/books/9784910063041••

Ministry of Economy, Trade and Industry (May 2022), Vision for Future Human
Resources• https://www.meti.go.jp/press/2022/05/20220531001/20220531001-1.pdf (only available in Japanese)
Keidanren (March 2022), Startup Breakthrough Vision - Aiming for 10X10X • https://www.keidanren.or.jp/policy/2022/024_honbun.html (only available in Japanese)WHAT IS Human-Centered Design?

Design Thinking: A Human-Centered Approach is a methodlogy, applicable to all walks of life, ofcreating new and innovative ideas and solving problems; it is not limited to a specific industry or areaof expertise. It is a methodology used by designers to solve complex problems, here are no judgments
in design thinking. This eliminates the fear of failure and encourages maximum input andparticipation. Crazy ideas are welcome, since these often leads to the most creative solutions.
Human-Centered Design is more experimental and less step-by-step. It's fuzzier. It's intuitive. It's
empathic. It’s integrative thinking, where you put together ideas from different sources. This is a wayof thinking that is not quite so linear, but you can build confidence in it if you do it over and overagain.
Children who learn human-centered design have a valuable skill set to solve any kind of problem, notjust design. Our workshop inspires creative problem solving by combining empathy, and story-basedlearning.

https://www.happinessmakers.com/design-thinking

TRADITIONAL THINKING vsDESIGN THINKING (HUMAN-CENTERED DESIGN)

https://www.happinessmakers.com/design-thinking

Cohendet, Patrick, Grandadam, David and Simon,
Laurent(2010) 'The Anatomy of the Creative City’• What is suggested is to have a closer look at theanatomy of the creative city by defining threedifferent layers as the basic components of thecreative processes in local innovative milieus,
which we name the upperground, themiddleground and the underground. Each one ofthese layers intervenes with specificcharacteristics in the creative process, andenables new ideas to transit from an informal
micro-level to a formal macro-level, through theaccumulation, the combination, the enrichment
and the renewal of bits of knowledge.

MOSAIC(HEC Montréal) ÉCOLE D’ÉTÉ EN MANAGEMENT DE LA CRÉATIVITÉ DANS LA SOCIÉTÉ DE L’INNOVATION

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Why “Play” and “Dialogue” is necessary

MOSAIC(HEC Montréal) ÉCOLE D’ÉTÉ EN MANAGEMENT DE LA CRÉATIVITÉ DANS LA SOCIÉTÉ DE L’INNOVATION

26

Nonaka and Konno (1998) “The concept of “Ba” building a foundation forknowledge creation” California Management Review

Horizontal Relational skills• Skills that enable cooperation overcrossing the border of thesectors, consequently general skill• Not “one way” skill but works in “bilateral” or “multilateral”
mechanism• Not only a communication skill but it requires broad range of
specialist knowledge in coordinating complex andheterogeneous tasks and human resources• Basically, composed from friendly attitude with genuineinterest in people, and being considerate with the feelings andopinions of others• Skills that enables negotiation more flexible in the next periodAgenda 21

UNCED, 1992

• Agenda 21 is a comprehensive plan of action to be taken globally, nationallyand locally by organizations of the United Nations System, Governments, andMajor Groups in every area in which human impacts on the environment.
• Agenda 21, the Rio Declaration on Environment and Development, and theStatement of principles for the Sustainable Management of Forests wereadopted by more than 178 Governments at the United Nations Conference
on Environment and Development (UNCED) held in Rio de Janeiro, Brazil, 3
to 14 June 1992.
• The Commission on Sustainable Development (CSD) was created in
December 1992 to ensure effective follow-up of UNCED, to monitor andreport on implementation of the agreements at the local, national, regional
and international levels. It was agreed that a five year review of Earth
Summit progress would be made in 1997 by the United Nations General
Assembly meeting in special session.
• The full implementation of Agenda 21, the Programme for Further
Implementation of Agenda 21 and the Commitments to the Rio principles,
were strongly reaffirmed at the World Summit on Sustainable Development(WSSD) held in Johannesburg, South Africa from 26 August to 4 September
2002.

United Nations Conference on Sustainable
Development, 20-22 June 2012, Rio de Janeiro•••(1)The United Nations Conference on Sustainable Development(Rio+20) was held in Rio de Janeiro, Brazil, from 20 to 22 June, 2012.
(2)In 1992, the United Nations Conference on Environment andDevelopment (Earth Summit) was held in Rio de Janeiro, Brazil,
where the Rio Declaration on Environment and Development andAgenda 21 were adopted, and the UN Framework Convention on
Climate Change(UNFCCC) and the Convention on Biological
Diversity(CBD) were signed as the outcome. The Earth Summit has
greatly influenced our awareness of global environmental issues andsustainable development. In 2002, ten years after the summit, theWorld Summit on Sustainable Development (Johannesburg Summit)
was held in Johannesburg, South Africa.

(3)The United Nations General Assembly in its 64th session in
2009, following the proposal made by the Brazilian Government tohold a follow-up meeting on the occasion of the 20 years anniversaryof the Earth Summit, decided to convene Rio+20. Head-of-Statelevel participants are expected to attend Rio+20.

Stephen Browne(2017) Sustainable

Development Goals and UN Goal-Setting(Global Institutions)

Felix Dodds , David Donoghue et.al(2016)

Negotiating the Sustainable
Development Goals: A transformational
agenda for an insecure world

Norichika Kanie＆Frank Biermann(2017)

Governing through Goals: Sustainable
Development Goals as Governance
Innovation (Earth System Governance)
Macharia Kamau, Pamela Chasek(2018)
Transforming Multilateral Diplomacy:
The Inside Story of the Sustainable
Development Goals

Goal 16:PEACE, JUSTICE, AND
STRONG INSTITUTIONS• Without peace, stability, human rights and effective governance,
based on the rule of law - we cannot hope for sustainable
development. We are living in a world that is increasingly divided.
Some regions enjoy sustained levels of peace, security andprosperity, while others fall into seemingly endless cycles ofconflict and violence. This is by no means inevitable and must be
addressed.
• High levels of armed violence and insecurity have a destructive
impact on a country’s development, affecting economic growth andoften resulting in long standing grievances that can last for
generations. Sexual violence, crime, exploitation and torture arealso prevalent where there is conflict or no rule of law, andcountries must take measures to protect those who are most at risk.
• The SDGs aim to significantly reduce all forms of violence, andwork with governments and communities to find lasting solutions toconflict and insecurity. Strengthening the rule of law and promoting
human rights is key to this process, as is reducing the flow of illicit
arms and strengthening the participation of developing countries in
the institutions of global governance.

Goal 16 targets• Significantly reduce all forms of violence and related death
rates everywhere• End abuse, exploitation, trafficking and all forms of violenceagainst and torture of children• Promote the rule of law at the national and international
levels and ensure equal access to justice for all• By 2030, significantly reduce illicit financial and arms flows,
strengthen the recovery and return of stolen assets andcombat all forms of organized crime• Substantially reduce corruption and bribery in all their forms• Develop effective, accountable and transparent institutions
at all levels

Goal 16 targets• Ensure responsive, inclusive, participatory and representativedecision-making at all levels• Broaden and strengthen the participation of developing countries in
the institutions of global governance• By 2030, provide legal identity for all, including birth registration• Ensure public access to information and protect fundamental
freedoms, in accordance with national legislation and international
agreements• Strengthen relevant national institutions, including throughinternational cooperation, for building capacity at all levels, inparticular in developing countries, to prevent violence and combat
terrorism and crime• Promote and enforce non-discriminatory laws and policies forsustainable development

Suggested topics for SDG 16 “Peace, Justiceand Strong Institutions”• Definitions of justice: retributive and rehabilitative• Crime and punishment, comparing laws andpunishments across the globe• Climate Justice• Trade Justice• Child labour and exploitation of children• Global treaties and agreements related to war, peaceand refugees• Corruption and how to measure it• The illegal weapons trade• Drug abuse and its trade• The international criminal court and its role

Goal 17 targets• Finance• Strengthen domestic resource mobilization, including throughinternational support to developing countries, to improve domestic
capacity for tax and other revenue collection• Developed countries to implement fully their official development
assistance commitments, including the commitment by many
developed countries to achieve the target of 0.7 per cent of
ODA/GNI to developing countries and 0.15 to 0.20 per cent of
ODA/GNI to least developed countries ODA providers areencouraged to consider setting a target to provide at least 0.20 per
cent of ODA/GNI to least developed countries• Mobilize additional financial resources for developing countries
from multiple sources• Assist developing countries in attaining long-term debt
sustainability through coordinated policies aimed at fostering debt
financing, debt relief and debt restructuring, as appropriate, andaddress the external debt of highly indebted poor countries toreduce debt distress• Adopt and implement investment promotion regimes for least
developed countries

Goal 17 targets• Technology• Enhance North-South, South-South and triangular regional
and international cooperation on and access to science,technology and innovation and enhance knowledge sharing
on mutually agreed terms, including through improved
coordination among existing mechanisms, in particular at theUnited Nations level, and through a global technology
facilitation mechanism• Promote the development, transfer, dissemination anddiffusion of environmentally sound technologies todeveloping countries on favourable terms, including on
concessional and preferential terms, as mutually agreed• Fully operationalize the technology bank and science,technology and innovation capacity-building mechanism forleast developed countries by 2017 and enhance the use of
enabling technology, in particular information andcommunications technology

Goal 17 targets• Capacity building• Enhance international support for implementing effective andtargeted capacity-building in developing countries to support
national plans to implement all the sustainable development goals,
including through North-South, South-South and triangularcooperation• Trade• Promote a universal, rules-based, open, non-discriminatory andequitable multilateral trading system under the World Trade
Organization, including through the conclusion of negotiations
under its Doha Development Agenda• Significantly increase the exports of developing countries, inparticular with a view to doubling the least developed countries’
share of global exports by 2020
• Realize timely implementation of duty-free and quota-free market
access on a lasting basis for all least developed countries,
consistent with World Trade Organization decisions, including by
ensuring that preferential rules of origin applicable to imports fromleast developed countries are transparent and simple, andcontribute to facilitating market accessGoal 17 targets• Systemic issues• Policy and institutional coherence• Enhance global macroeconomic stability, including throughpolicy coordination and policy coherence• Enhance policy coherence for sustainable development• Respect each country’s policy space and leadership toestablish and implement policies for poverty eradication andsustainable development• Multi-stakeholder partnerships• Enhance the global partnership for sustainable development,complemented by multi-stakeholder partnerships thatmobilize and share knowledge, expertise, technology andfinancial resources, to support the achievement of thesustainable development goals in all countries, in particulardeveloping countries• Encourage and promote effective public, public-private andcivil society partnerships, building on the experience andresourcing strategies of partnerships

Goal 17 targets• Data, monitoring and accountability
By 2020, enhance capacity-building support to developing
countries, including for least developed countries and small
island developing States, to increase significantly theavailability of high-quality, timely and reliable data
disaggregated by income, gender, age, race, ethnicity,
migratory status, disability, geographic location and othercharacteristics relevant in national contexts• By 2030, build on existing initiatives to develop
measurements of progress on sustainable development thatcomplement gross domestic product, and support statistical
capacity-building in developing countries

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Choices for designing Post Covid-19 world• In this time of crisis, we face twoparticularly important choices. The first is
between totalitarian surveillance and citizen
empowerment. The second is between
nationalist isolation and global solidarity.
• Yuval Noah Harari: “the world after coronavirus | Free to read, This
storm will pass. But the choices we make now could change ourlives for years to come” , Financial Times, MARCH 20, 2020
• https://www.ft.com/content/19d90308-6858-11ea-a3c9-1fe6fedcca75

“Re-constructing the Public Spaces of
Proximity” and the “Global Solidarity”• How to analyze the background of violence to women and/or
medical workers under Covid-19 pandemic, And, how to findout some solutions to either of both phenomenon by “Reconstructing the Public Spaces of Proximity” and/or the“Global Solidarity”• Development of the human resources overcrossing the border oforganizations• Enhancing non-formal education platform for independent
citizenship• Creating cooperatives under the participatory democracy of “Coproduction”• To form a large and dense network of various organizations
throughout the region mutually connected• “Folkbildning” (”People’s learning” in English）
The non-formal education in Sweden• Citizenship Education Peaceful School Program in the Netherlands

Development of the human resources
overcrossing the border of organizations• Japanese human capital accumulation until now• Accumulation of organizational specific human capital through theprocess of sharing the management and governance within theorganization• There should not be big difference between mechanism of intraorganizational enhancement of organizational specific humancapital in the for-profit enterprises and in the non-profit
organizations• Problem is the mutually exclusive mechanism of accumulation of
intra-organizational social capital and inter-organizational social
capital, because of the long lasting idea of life time employment
system• Flexible circulation of those human and social capital
among the different sectors makes it sustainable forcreating the new platform of human capital and social
capital development in Japan

"Territoire" when referring to Développement
Territorial is roughly the size at which public
actors in a region are optimally connected (inFrance: more than three cities in general).
Région(州）(27)

Department
（県）
(101)

[Territoire]

Communune(市)（36,680)

フランスの社会連帯経済法(2014年7月)
La loi Economie sociale et solidaire

Risk analysis

Mission
Needs

Association

EnterpriseManagement
Operations
Human
ressources

Governance
Associative
dynamics

Financialressources

Embeddedness
in community

Source: RISQ
et alii

MarketEquilibrium
Co-dependancy

60

Doughnut Economics

https://doughnuteconomics.org/about-https://www.kateraworth.com/doughnut/
doughnut-economics

What is the Doughnut?
• What on Earth is the Doughnut?…
• Humanity’s 21st century challenge is to meet the needs of all
within the means of the planet. In other words, to ensurethat no one falls short on life’s essentials (from food andhousing to healthcare and political voice), while ensuringthat collectively we do not overshoot our pressure on Earth’s
life-supporting systems, on which we fundamentally depend– such as a stable climate, fertile soils, and a protective
ozone layer. The Doughnut of social and planetary
boundaries is a playfully serious approach to framing thatchallenge, and it acts as a compass for human progress thiscentury.
• https://www.kateraworth.com/doughnut/

The "third pillar" of the title is thecommunity we live in. Economists all too
often understand their field as therelationship between markets and thestate, and they leave squishy social
issues for other people. That's not justmyopic, Rajan argues; it's dangerous. All
economics is actually socioeconomics all markets are embedded in a web of
human relations, values and norms. As
he shows, throughout history,
technological phase shifts have ripped
the market out of those old webs and led
to violent backlashes, and to what we
now call populism. Eventually, a new
equilibrium is reached, but it can be ugly
and messy, especially if done wrong.

https://www.youtube.com/watch?v=HtXADlms
W84

The Third Pillar• The “third pillar” of the title is the community we live in. Economists
all too often understand their field as the relationship between
markets and the state, and they leave squishy social issues for otherpeople. That’s not just myopic, Rajan argues; it’s dangerous. All
economics is actually socioeconomics – all markets are embedded ina web of human relations, values and norms. As he shows,
throughout history, technological phase shifts have ripped themarket out of those old webs and led to violent backlashes, and towhat we now call populism. Eventually, a new equilibrium is reached,but it can be ugly and messy, especially if done wrong.
• The Third Pillar, an important and timely new book, the economist
describes an ongoing struggle for balance between the three building
blocks of a good society: market, state and community. The Third
Pillar represents a new departure into grand social history, which inits breadth often echoes big-picture theorists such as Barrington
Moore and Francis Fukuyama and their attempts to tease apart thelong-term tensions between capitalism and democracy. — Read thecomplete FT review• Financial times, Best business books 2019Collective Impact

https://ssir.org/articles/entry/collective_i
mpact#

https://www.strivetogether.org/Collective Impact• Tackling Complex Social Problems through Collective Impact• https://www.youtube.com/watch?v=pzmMk63ihNM&t=101s• Large-scale social change requires broad cross-sector
coordination, yet the social sector remains focused on theisolated intervention of individual organizations.
• John Kania & Mark Kramer(2011), “Collective Impact” Social
Innovation Review, Winter• Collective impact is a network of community members,organizations, and institutions who advance equity bylearning together, aligning, and integrating their actions toachieve population and systems level change.
• Collective impact initiatives implement the five conditions,outlined below, with equity practices incorporated
throughout.
• The five conditions and equity practices are a framework andguide, rather than a checklist or formula, and should becustomized for the local context.

Implementing People-first Public-Private
Partnerships (PPP) The United Nations
Economic Commission for Europe (UNECE)“Social” Impact as the third dimension of Risk andReturn in the capital investment market for morebalanced innovation,• The financial crash of 2008 highlighted the need for arenewed effort to ensure that finance helps build a healthysociety. This requires a paradigm shift in capital market
thinking, from two-dimensions to three. By bringing a third
dimension, impact, to the 20th century capital market
dimensions of risk and return, impact investing has thepotential to transform our ability to build a better society forall.
• Report of the SOCIAL IMPACT INVESTMENT TASKFORCE• IMPACT INVESTMENT:THE INVISIBLE HEART OF MARKETS• Harnessing the power of entrepreneurship, innovation and capitalfor public good Report (15 September 2014)

Typical Example of Social impact bond(Pay for success) for multi stakeholders

Foundations of Social Impact Bond, Social Finance Inc. (NY) 2014

SIB is not just a financial scheme, but aninnovative structure to enhance horizontal
solidarity among different players for social service
provision• Successful combination of the Commissioner and Entrepreneur• Intermediary structure from Commissioner to Outcomes• It is not just buying services or outcomes from outsourcing• Making clear what is “Success,” and the goal of social service provision
become visibly shared by players in SIB• Cabinet office of UK for SIB don’t differentiate between PbR and SIB just for
ensuring outcomes of service provision• Entrepreneurship with creative model of outcome provision andcollaborative attitude is necessary• One of the typical successful case is the Manchester City Council, Teens &Toddlers and Bridges Ventures• Innovative scheme of horizontal solidarity among plural players• Align interests of beneficiaries, service providers, statutory bodies and private
capital (Alex Nicholls)

Challenge of Architect KUMA
Post COVID-19

KENGO

MACHIYA（町家）, the traditional clean
air flow and community-oriented housing

Post COVID-19 Renaissance of Tokyo
Rebooting Tokiwabashi Project start partly in July
• https://www.youtube.com/watch?v=stqH3DtOJ1M&list=TLPQ
MDcwNzIwMjFP9BZbqwCw9w&index=1• https://www.youtube.com/watch?v=dOlcIhIcx14&list=TLPQM
DcwNzIwMjFP9BZbqwCw9w&index=2

ARCH the new challenge of big
corporations to collaborate horizontally• The 3,800m² ARCH incubation center on the fourth floor is a
new business-creation base in the Toranomon Hills area,
designed to serve as global business center.
• Its facilities include meeting rooms, co-working spaces, a
training room, cafe and lounge. U.S. Silicon Valley-based
venture capital firm WiL, which supports large enterprises innew business creation as well as nourishing and investing in
venture companies, helped to plan the facility andparticipating in its ongoing operation

ARCH Incubation Center• The center offers a range of support services, including various
sector know-how, educational programs and enlightenment events.
In addition, consultants experienced in creating new business
opportunities at large enterprises help facilitate collaboration
between resident companies with the aim of supporting new
business development.
• The incubation center is aimed at becoming a key base for Japan's
unique innovation ecosystem. In particular, it enables residents toleverage the abundant resources of established large enterprises,
including their human resources, goods, capital and know-how. It
also supports initiatives for internal business reforms as well as new
business creation.
• By linking with various international networks, ARCH is destined to
become a bridge between diverse industries and enable innovation
originating in Tokyo to permeate throughout Japan and overseas.
• https://arch-incubationcenter.com/

Berlin's Princess Garden Organic Local
Economy in Practice• A vacant lot of about 6,000 square meters facing Moritz Square at abusy roundabout had been abandoned for more than 60 years andturned into a dump. Historian Marco Clausen and filmmaker Robert
Shaw, who set their sights on the place, began squatting in 2009. Assoon as that happened, people gathered to support the project, andtogether with more than 100 other people, they transformed an empty
lot into a space full of greenery. Today, the "Prinzessinagarten", withmore than 500 varieties of crops, is a "community farm" where citizens
and tourists gather every day.
• The land is owned by the city, and vegetables and plants are planted in
movable planters for interim use. Despite the precarious terms of thecontract, which is renewed every year, a café and toilets have been set
up to serve snacks in the containers, and it has been featured on
Berlin's tourist map, making it a place that is firmly rooted in the city.
• They have set up a common interest limited company (gGmbH) with noprofit as its purpose, and make ends meet with the rent on the land
from donations and the sale of the café. There are about 20-30 people,
including artists, architects, and other people interested in food andthe environment, who are working together.
• Baba, Nakae, and Kato (2017), "CREATIVE LOCAL Area Innovation
Overseas Edition,

Open space.
To the urban living room.
Coredo Nihonbashi (Tokyo)
Open A works

Decks, furniture, WiFi... a few touches.
The corridor is transformed into a rich space.

The backyard of the Coredo Nihonbashi was initially justa traffic line, but in 2005, we were commissioned by anadvertising company to renovate it into a space where
people can gather with OpenA Design. The work done
was simple, covering the wood deck in a stepped pattern
and arranging benches, tables and chairs in places. Byroaring furniture in vivid colors, as if inserting color into agray city, he tried to convey the message that "this is aspace that's okay to use.In addition, he added otherdetails such as creating a stepped area where you can sit
down next to the plants and installing lighting on thetables. It is now possible for anyone to communicate bylaying down a wireless LAN and spreading the PC.Now
we see them spreading their papers out on the table andconversing in the bright sunshine. Some of them areeating lunch on the benches, and the mix of them shows
the appeal of the open space in the city.Translated with
www.DeepL.com/Translator (free version)Baba, Masataka + OpenA (2013)'RePUBLIC
Renovation of Public Spaces, Gakugei