 Ladies and gentlemen, if you could please be seated. We would like to start with the program. We've got a lot on offer and we want to ensure that all the speakers get their fair time allocated and we also very much look forward to your active participation in this event. I am your host for tonight. My name is Jesper and I am a board director of OIST and I welcome you very, very much and it's a great honor to have as our first speaker the Prime Minister of Japan, Prime Minister Kishida actually visited OIST on the occasion of the 50th anniversary of the reversion of Okinawa to Japan and also on the occasion of the 10th anniversary celebration of OIST. So without further ado, Prime Minister Kishida's message from OIST. Thank you very much. Thank you very much. Thank you very much. Thank you very much. So we have a unique situation because normally it would be for the President, Gakcho Peter Groos, to give an address and frame what OIST is all about. But he doesn't have to do that because the Prime Minister just did it. You heard it yourself, amazing research, international best practices, best standard. Some research from science to entrepreneurship to venture capital and that way to economic development that is sustainable for Okinawa, for Japan and for the world. And this is what today's session is all about to give you a virtuous cycle or an insight into the virtuous cycle that originates from OIST with the content from global best science down to entrepreneurship, down to economic development, down to yes, we are going to ask you for donations at the end. But without further ado, to get things going, let's start with the contents. Professor Doya, one of the leading lights. I'm not going to introduce you, you've got an introduction, but very much looking forward. The stage is yours, Doya sensei. It's part of global best practices. You have to improvise. Yeah, let's start. Well, I'm not a college yet, so I was hired as a first-person researcher in Okinawa in 2004. I started my research at the prehub building in Kojigemba, where there is nothing yet. I also bought the floor of the Kinnlin Research Institute. I came to a new campus in 2010, and I've been doing research there. Our research room is called a serious research unit. It is a project to create a 17-year-old academic system, and it is also a serious project to reduce the level of knowledge of the brain of the student. So, the research of mechanical students, robots, and the study of serious science, which mainly uses the mouse and the rat, are being carried out at the same time. The two of them are doing it in a variety of ways. The theme of this project is the training and learning of the brain of the student. The student is working in the environment, monitoring the situation, and learning how well he or she is doing his or her work, and how well he or she is doing his or her work. The students are robots, programs, animals, humans, or companies, countries, and so on. They are doing research on how to make sure that the students are able to experiment efficiently. They are doing a serious research on how to make sure that the students are able to experiment efficiently. If there is any kind of progress, it will be a hint or help for the other students. For example, in this field, the important thing is to learn how animals work in the past. In the case of the new school, there is a study of psychology, and there is a study of the dog of Pavlov, the skin of a skin of a skinner, etc. The study from the past, where I found out that the future of your movement is connected to the results of your work, or your work, is important. It is said that the researchers who had the background of psychology in the field of artificial intelligence are the T.D. scientists who are based on the textbook of today. They have developed something like that. If we research further on these things, The theory of dopamine, which is the activity of the cells that are involved in the prediction of the reward, is also involved in the prediction of the reward. Also, the study of dopamine has been carried out, which means that Jeff Wittgen, who is in my room right now, has found out about it. There is also a study of artificial intelligence that can be realized in brain in the field of artificial intelligence. There is also a study of the architecture of the study of artificial intelligence, which is further detailed in the new plan. In recent years, artificial intelligence has become an element that does not have the fear of new artificial intelligence. In this way, the study of artificial intelligence and the study of brain science has evolved in the form of helping each other and helping each other. Based on that, we have advanced the project of the five-year project of Kakenhi, so we have been working on brain science and artificial intelligence until last year. The study of the structure is not to follow the detailed formula, but to predict how much the current state and structure will be rewarded. Based on the prediction, we actually choose the action. We learn from the results of taking the action. We have to repeat these steps. We have to figure out how to implement these steps. There are certain parameters for learning, but it is very important for us to be able to control such things well. For example, in recent years, deep neural networks have been found to be able to use them well. It has become a big breakthrough. These parameters are also determined to predict how much the future state and structure will be rewarded. In this case, the people who have changed in the past have been thinking about how long the future state and structure will be rewarded. We are always thinking about how long the future state and structure will be rewarded. However, the same thing happens with robots, humans and animals. We have to find a battery pack on the camera and learn how to live on it. When we learn more and more, we will be able to live straight to the battery pack we have found. This robot has been working on it for a long time. Even though we can see the battery pack, it is hard to capture it. If we come very close to it, we can capture it. If we are far away from it, we will not be interested in it. It has become a very attractive state. The reason why this happens is that the parameter gamma determines how much power it will have until the future state. So even if we use the battery on the way, we can charge the battery in the end. If the gamma setting is large, we can capture it. If this is small, the gamma value will be 30, and it will gradually become 0. It is better not to do it. This is why it has become a very attractive robot. On the other hand, even though it is good now, when we have a terrible failure later, when the gamma setting is poor, we cannot control it. We have to take active actions. In this kind of learning algorithm, the parameter setting is a very interesting parameter that determines the personality of the learning robot. This is not only interesting, but why humans and animals have been able to control such things well? I think this is a very important theme for brain science. I think we are doing something called serotonin in brain, which is a hypothesis. One of the reasons for this is that a lot of people think that serotonin is high in the brain. They think that we are doing something similar to this. In addition to this, the dopamine and acetylcholine, serotonin is a parameter that controls the way of learning. That is why we are thinking about it. In particular, we have been researching the role of serotonin in brain science. This is a hypothesis that if we turn the light into blue light, the serotonin will activate and the neuron will activate. This is a hypothesis that comes to the feed, but it cannot be controlled by yellow light, but if we control the blue light, it will be able to wait for about 20 seconds. It is also possible that serotonin is doing something similar to the way of learning. In addition to this, we have been developing this and we have been trying to suggest that serotonin controls the way of learning in various ways. This is a hypothesis that we have been trying to suggest. This is a hypothesis that we have been trying to implement. If it is animals, food or water, if it is humans, money, if it is a tree, it may be a harvest, but recently, we have been thinking about various things like SDGs instead of just harvest. We have been thinking about whether or not the robot can harvest its own harvest. We have been thinking about whether or not the robot can harvest its own harvest. The human and animal harvest is very different from living animals. This is a hypothesis that we have been trying to implement. These two robots are copying the parameters of each other and making a system that can be used to control animals. When we make artificial evolution on top of the robot, for example, when we look at the batteries, we can see how much it can harvest. When we look at other robots' faces, we can see how much it can harvest and how much it can learn. This is a hypothesis that we have been trying to implement to make a system that can be used to control animals. When we do such a thing, we can see how big the robot is. Recently, this robot has become old. We have made an robot based on smartphones, and we have used the speed sensors in the smartphones to take the balance. I would like to do a self-preservation with the charging station. You can use Wi-Fi or something, but in this robot, I will show you my personal information on the QR code, and if I copy it to the other person, they will tell me how to balance it. I do that. That's how I use it. More realistically, I'm trying to make a robot that can learn how to learn by myself, and how to learn how to learn by myself. In this way, AI agents become more realistic. I think it's amazing, but of course there are people who are worried that it's not a problem. If AI can discover its own goals, it can create new science, technology, and culture, and industry. But if it works, what will happen? For example, what will happen if a person thinks that it's evil? I think it's a very serious problem. I think it's important to think about that. I think it's important to learn in a human society. AI may be scary, but human beings are also very scary creatures. Until now, we have been hurt by each other, and the human being is also suffering from destruction. I've been standing there many times. In a way, our society is somehow existing, and it's becoming more and more dangerous in history. The next thing to do is not only to think about it, but also to focus on the individual and the group. If we do something that's not good, we have to stop doing it. By doing this, we will be able to do a lot of things, such as 3D analysis, and poison prevention. I think we can do that. We need to be able to do the same in the open source. We need to make those kinds of experiments to work. I think that's the key. We have been researching artificial intelligence and nuclear science for research purposes, but I think that we should have various experiences spread to the world. Deep learning is Recently, using a lot of language data, we have a program that looks like a snack, but I think it's still going to be a place where we can understand the society and the society of the robot movement in a physical world or in a society of people. For example, in our research, we are talking about a model based system, and how our bodies can move, and how we can make models and simulate them, so that we can learn more efficiently. From now on, we are trying to make this algorithm open source and make it available to the world, but we think that we can use it in various areas. The learning process is a parameter system, and it can be used in various areas by combining the elements. The learning process is the opposite. The normal learning process is to see what this person is aiming for while watching the action. If we use it, we can use it to look at the behavior of the victim's actions and choose the right way to do it. We are working on this to some extent. Another thing that we can't learn well is that the system that was designed well doesn't work well on a certain level, so that it can be a model of a disease. We think that this is a model of a disease, but we are using various big data recently, using the data from the VR device to reduce the risk. We are also working on the cooperation with the company. We are also working on the decision-making of a person's consciousness, and the decision-making of a person's intuition, and the decision-making of a person's appearance using the model of the outside world, are both necessary. We are also working on how this can be done, and we are also working on the scientific research so far. The circuit of the characteristics of the brain has changed in a sense of intuition, and it has changed in a way that makes you think about it. The way the victim is using the model of such a thing, and how the customer chooses it, and how the person can choose the right way to do it, So I think we are going to start thinking about how we can develop such a system. I hope it will be a fun collaboration. I have a little bit of time left, but next month, in Okinawa, we are planning to host the collaboration of the National Institute for Incentive Science and Natural Science. Online, online, and hybrid, so those who are interested, please do join. If you could sit on the stage, we are going to have time for questions after the second presentation, and the second presentation is by Professor Kitano. Thank you very much. Today, we are going to talk about the theme of the night, AI and Robotics. In Okinawa, I would like to talk about my showcase. At that time, we talked about the old-fashioned design of the old-fashioned design. Today, I would like to talk about AI and Robotics. First, I would like to talk about the flow of the AI frontier. AI is a field that has progressed a lot in games and such. It is also famous for having won the IBM Deep Blue in Kasparov in 1997. There is a famous chess challenge. There is chess and chess. In the past, DeepMind won the 5th world championship in AlphaGo. This is a matter of complete information. All information is in front of you. This is a matter of how to get it. The number of states is very large. We think that we know how to solve this problem. The next challenge is the physical real-world problem. For example, in the DARPA grand-challenge, I will create a world champion robot in soccer. I will make a world champion robot in FIFA World Cup. I will make a robot that looks like soccer. This is the frontier. I would like to talk about the latest one. This is the game of the grand-challenge presentation. This is very physically real. Most of it is the diamond of the sun. All of it is air force. This white is the top player of humans. The world champion and the top player of the world. The color of the green is the driver of artificial intelligence. This is the game of the grand-challenge presentation. The result is the name of the artificial intelligence. All of the artificial intelligence will finish the game. This is the physical real-world frontier of artificial intelligence. This is the last game of the grand-challenge presentation. This is the game of the grand-challenge presentation. Are we going to finish the game in this place? Yes, we will finish the game in this place. But we have to keep playing and keep playing. We have to keep playing and keep playing and keep playing. We have been working with Sony. Sony's team did it. They described the nature of February. They needed a powerful calculation, and as a result, they were able to learn how to play. When you look at this, the way the course is taken is different from the normal textbook. They say it's slow and fast out. That's why they say it's fast and fast out. Even if you're at the back, why do they run at 0.3 seconds after the sweepstream? When you look at the race, you usually know that you can't run, but why? Because the steering of the driver, the black line in the actual battle, is the steering of the human being. The AR is the one that's tickling. If you do that, you can run even in the sweepstream. You can't do this to the human being. That's what I understood. Apart from that, DeepMind is a frontier where you can do a plasma-based AI with a special field of field of field. When you look at the new part, there are tests, physical world games, and one of them is how to control the two systems in the physical world. I understood that this is a super-human performance. And how much data is taken and how much experience is needed. The frontier of the two systems is the scientific discovery today. It's a more open space, and it's a very difficult problem. My research is challenging with OIST. Basically, it's big to understand the complicated system and to create science and technology. There is a very big transformation about life science. It's the technology of these eight. AI and bifomatics, robotics and nanotechnology, laser and optics, chemical synthesis. There is a new innovation in the combination of these eight technologies. For example, there is a messenger RNA vaccine that has been made by us to combine these five areas. This is a team of Calico and Weisman and Pfizer and Biontech. The Biontech team and the American team are the modelers and the ventures. We have a team called the Apaionia startup in the Frontier. There is such a thing. What I'm going to do with it is to think about the scientific discovery as a pre-industrial revolution. Because of that, I've decided that I can take very large data systematically. But after looking at the data, I'm thinking about what it is. I think that if you think that But you don't have to think about it. This part is quite opportunistic. This is a challenge that requires a lot of systematic discovery. This is actually... I don't know how to say this, but I saw a book, an interview, and an interview with Mr. Yamanaka's IPS and Mr. Shirakawa's Contacting Polymer. Basically, if you simplify it, it's search and optimization. If you look at Mr. Yamanaka's case, you'll find out that there are 24 DNA samples from the FANTOM database of the Rikendo project. You'll find out that these samples are actually reprogrammed. And you'll find out that there are 4 DNA samples from the D1WART experiment. This is called a Nobel Prize. This is a bit simplified, but it's basically a search and optimization experiment. There are a lot of... I won't say everything, but a lot of scientific discoveries are through this process. I've gradually found out. If you do that, you're going to make a process that's actually automatic. You're going to extract knowledge from various data and documents. You're going to make a hypothesis and make a prototype of the experiment. You're going to experiment with it and add it to the knowledge. It's a challenge to turn it around at high speed. What we've been doing so far is... For example, this means that we're going to take out the knowledge from the thesis. For example, the knowledge we took out is this. This is related to Corona. There's a huge amount of knowledge coming out. This is related to cancer. It's a signal sensor. White is the one that's all human. Green is the one that's automatic. It can extract 95% of the data. In addition, we've come to realize that there's a knowledge that humans haven't discovered. So, as a single experiment, we've found out that there are some diseases and scientific evidence. We've used a little bit of data. In the previous year's thesis, if we try to predict the actual relationship, we can predict that 98% or 95% of the data is very deep. So, what happens if it's 10 years ago? Part of it is that it's 10 years ago, but 74% of the data is deep. However, even 5 years ago, we can't predict it at all. So, if we use this well, we can predict the depth of the data a few years ago. We think that we can speed up the experiment by testing this. For example, there's an influenza project with Dr. Kawagawa. We've used the knowledge we had earlier, and we've used all of the knowledge we know about influenza viruses, which is a common knowledge. This is very detailed. In fact, this is a project that starts in Europe to create vaccines and vaccines. This is the basis. For example, Sanofi, a research team in Europe, who is involved in such a project, started this project in order to make it more realistic in the face of COVID-19. It's still going on, but I think it was very useful as a basic science. When these things come up, we can see where the network's target is, and how big the changes are. This is very rigid, and we're going to use a linear graph theory to determine that. The red part is where the target is. If we use that as the target, we can see that the virus's composition can be effectively stopped. That's the key point. And by matching the actual data of the experiment, we can see where the target is. However, we can't figure this out. So, from now on, we're going to use a lot of code-based libraries, and we're going to use a simulation to figure out how the protein that's in there is the most consistent and high-quality combination. We used machine learning to do docking simulation, but when there's a protein and a code-based library, we're going to use a code-based library to figure out how the protein that's in there can be used in the experiment is. That's why we did it. The calculation for that is a mechanism docking simulation, but the market is called a gold, but the accuracy wasn't good. We were able to use machine learning to create a system of high accuracy. And we did all the calculations. So, we took out all the protein that was in there, and then we took out the high-quality ones, and then we put in hundreds of millions of and we did all the calculations. That's what we call the heat map. This is all the binding affinity that's going to be the target of the protein. We're going to figure out how much it's going to be and how much it's going to be and how much it's going to be active or what it's going to be active. We did all the calculations here. At this time, we only used the protein that we knew and DeepMind called Alpha Fold 2. We calculated the structure of the protein in a very high-quality way and developed an algorithm that was able to predict all the proteins and the high-quality structure. With this and our algorithm, we did all the calculations for all the proteins and the structure of the network. When we raised something, it was possible to calculate all the proteins. Alpha Fold 2 is limited, but some of the proteins were found, and it's very good for all the proteins. So this time, when we go to the influenza pandemic, we might be able to use this medicine. When we do this, we need to experiment from now on. We need to experiment on the data flow of the experiment or the flow of the robot or the material. We need to properly manage the movement of the experiment materials and software. We actually have a robot. We also use a magician. We don't use this, but it's a small one, about 2 million. By using a lot of the robot, we want to make the whole process very affordable. When this comes out, it's important to know how to secure the data. This is a patent from OIST. I think you know about medical relations, but basically, we use the special data of the connection. We don't know about it. We learn about it and analyze it, but when we know that this person is dangerous, we don't know who it is. Normally, we use a lot of the data and the next treatment is the real-time feedback. We can't do that with the security mechanisms. We developed it using the special data from OIST. We thought that we could reproduce the data without any problems. We thought about the algorithm of two isomorphic space-time trajectories. We could do that. By connecting these, we can create a new project. We announced the first project called Microbiome. We do it in Korea, but we think about the combination of microbiome and human-multi-mix and lifestyle. The reason why we started this is because of the microbiome. It depends on the person. It depends on the environment. It depends on the people. It depends on the lifestyle. The most common problem is that the microbiome affects the body in many ways. It affects the brain and Parkinson's. We know that. It affects Alzheimer's and dementia. It also affects the brain in general. We know that. It's a big problem to have this relationship. The combination is the most difficult. We do it in a good way. There are many spin-outs around here. There are four big spin-outs. This is what I want to do. I'm thinking of making a moon-shot ecosystem. I hope you can participate. I hope you can have fun. So, I think it's called Bye Our Oist. Thank you. With Kitano-san, you start from a video game and then you go into something that I didn't understand and then you go to the moon-shot and also congratulations to the translator. This is world record speed absolutely fantastic and we're actually ahead of time and I don't want to steal from the thunder some questions from the audience you know, for either the research efforts that were presented or any personal questions or any questions about Oist and the research environment Anybody any questions? James, I'm going to pick on you. In the world, in many universities but I would like to ask what makes Oist so special? I think you can speak Japanese either way. I think Oist is a very special place because we built from scratch and therefore we can create a culture and it's very open and it's global and we can actually make a very quick strategic decision and particularly under Peter's leadership I think we can make a very quick strategic decision about Oist from other institutions particularly other Japanese universities they are probably a prison I think they're making a picture you know and particularly I start getting Oist from 2000 when there's nothing and after Minister Omi deceased I think I'm the person which has the longest history involved with the noise let me tell you when we start on Oist many professors, very distinct professors say Kisano-san you are wasting time because this is not going to happen this is stupid Okinawa best university in the world give me a break, that was the reaction now you see Oist has a track record making impossible possible first decade that happens second decade will repeat that legacy and that's why I'm committing noise Doya-sensei I'm going to say when I was in Okinawa when I was in Koyoka I talked about coming back to college I talked about coming to a famous research in Japan rather than getting yourself into one of the existing facilities I chose to come to Oist at that time only one or two buildings were built I said I was there I didn't think during the time when Mr Higashima said the best way to predict is to innovate so I decided to make a new project I came there to enjoy the life of Okinawa is my mission so many researchers came to Okinawa and not only but also people from Okinawa I had a lot of problems but for that I want to make a project from here but I think Okinawa has a filter that people who don't have a filter can't handle it so it was a good idea thank you any other there's an organization in Japan called the federation of health insurance co-ops they are sitting on individual data from about 40 million people that's cool but my understanding is it's very very difficult to use what recommendations would you make say you had one minute with the Prime Minister what would you tell him to order the Ministry of Health and Welfare to do in order to make this more useful for the health of the Japanese people and the people of the world I don't know if the Prime Minister is the best person but I think for that data actually there are some startup companies who start making use of it for example like Minakea which is by Yuji Yamamoto who actually get agreement with the health care unions to make use I think some of the early success would probably amplify at the same time I think we can have an open to ink kind of a new kind of more advanced health care service we can probably start from our Manta project because we they got microbiome that is complete outside of the conventional health medical checkup so I think we can actually do something new and if you apply for the Prime Minister let's make OIST designate special area allow us to do new kind of medical service like insurance service based on the data we get that could be the case and by the way I think like Minakea if he agrees we can actually invite him to be on OIST his company he will get his company to the OIST I think This is a question from Kitora when you do that how do you get it to be open for each person for each person to get the effect in a way that can be realized and that is the most important thing to get together I think Fantastic! Thank you very much Doya sensei, Kitano sensei and you've given us a nice introduction to the next panel you've had a little bit of a glimpse into the excellence and the dynamism and the challenge the challenge of spirit that the OIST professors have and we would like now to move on to the next panel and to look a little bit at the step how do we get from research and proof of concept towards businesses towards innovation and ultimately economic development So Kitano sensei, Doya sensei if you could please lead the stage Thank you Please James Higa Kenji Kovair Jennifer Rodgert and Gill So while they're moving on to the stage I want to very quickly I want to very quickly just cast a little bit of the net because yes OIST the number one mission is excellence in research but it doesn't stop there it goes how do we get from deep research how do we get from science towards economic development and of course OIST is located in Okinawa Look at the facts if you look at the per capita income Okinawa is the poorest part of Japan and it is actually very sad we've just had the 50th anniversary when Okinawa returned to Japan but actually you find that the kakusa that the gap between Okinawa and the rest of Japan has not closed has actually widened a little bit further but all the money that has been put lots of baramaki very nice roads great traffic lights excellent dams but not much impact in terms of sustainable recurring economic development and this is where OIST comes in we've got the basis now after 10 years with excellent science sustainable economic development and no it is not about another supplementary budget it is not about more money being thrown to build another bridge that leads to nowhere the consistent evidence if you want sustainable economic growth you need to raise the number of entrepreneurs in your society in your region this is some long range data and you see that if the share of entrepreneurs goes up by one percentage point of the population the potential growth rate goes up by about half a percentage point which in Japan's case would be huge given that the potential growth rate is about half a percent so it's very clear what we need to do and by the way if you don't like economic analysis look at the facts again if you look at job creation it is the young companies it is companies younger than 10 years old that create all the jobs the dinosaurs destroy jobs so it's very interesting this is true in the US this is true in Germany this is true in Israel this is true in Japan as well so it's interesting what we want is very clear we know what we need to do a healthy innovation ecosystem and OIST can make this happen for Okinawa for Japan, for Asia and for the world now having said this now let's move to the panel and I'm going to moderate a little bit from here and I thought it would be nice to have a country that is doing a very good job because you see America whatever you think of America America is actually doing a fantastic job of unleashing innovation of transforming innovation into concrete businesses and James Higa, we're very honored to have you here tonight James is maybe you can talk a little bit about yourself about your experiences in the United States and what we can learn at OIST from that great thank you very much I'll start with a little bit about myself all my life I've been going across the Pacific and back again I was actually born in Indiana my parents were studying abroad there we came back to Okinawa when I was 2 I was in regular Japanese elementary school till I was about 8 we sold everything in the United States so I could grow up to be a native English speaker came back to Okinawa to finish high school at Kubasaki High School and then applied and was accepted at Stanford and that's how I ended up in the middle of Silicon Valley and after graduating joining a company with a funny looking rainbow logo called Apple and that is where I met my longtime colleague Steve Jobs who hired me into the Macintosh Group and it was a nearly 30 year journey I reported to Steve most of my career it's amazing privilege to be able to work with him and work with the teams on the most iconic products of our generation the Macintosh computer iPod, iTunes iPhone, etc but also along the way not just Apple I was able to see start and grow like Cisco like Sun Microsystems like Yahoo like Google and I want to take those companies as an illustration of why I believe basic research why I believe universities are such an important part of the ecosystem for Cisco it was actually my freshman dorm mate who wrote much of the original code in their original router which was a product he was a real quiet engineer we had no idea what he was doing except we knew he was in front of a computer turned out he was one of the early employees at Cisco some microsystems happened because there were so many different computers from so many different manufacturers on the Stanford campus that they couldn't communicate or talk with each other and so they needed to develop something the Sun in some Stanford University network not the Sun that we're orbiting around Yahoo was started by Jerry Yang in his dorm room because he wanted a directory for the internet you all know the story of Sergey Brin and Larry Page and they're founding Google from Stanford as well so I've seen directly that the creation of new knowledge is the driving force of Silicon Valley and the creation of new knowledge equals the creation of new entrepreneurs the other thing I think that's really important about this relationship between university and industry is that in Silicon Valley and at Stanford we had a very very open atmosphere very transparent permeable walls between academia the university and industry as an example I was asked to co-teach a D school design school class along with professor Terry Winograd who happens to be the graduate advisor for Sergey Brin and Larry Page now I did that with I don't have a teaching credential I'm not a professor we didn't sign a contract I was not paid they just took all the barriers away to be able to do this and it was freely welcome when I was at Apple and we wanted to really start pioneering wireless communication what did I do I called up President Hennessy at the time and said can you introduce me to someone who might know something about this he called a former graduate student of his two days later I'm sitting in front of one of the top experts in wireless Wi-Fi hardware and custom chips and that kind of open door between industry and academia also has a gigantic part and because I've seen this with my eyes, with my heart and experienced it in my life is why I have such a strong conviction that the creation of new knowledge basic research technologies and OIS will have a vital part and a central role in the creation of an ecosystem not just for Okinawa and Okinawan development but for Japan as well to benefit humankind fantastic excellent openness reducing the barriers well, Japan is full of barriers Tatewari Yosei lots of silos lots of people who don't talk to each other, lots of rules Jennifer Jennifer is on the board of counselors and Jennifer has a long experience in Japan and she serves on the board of, Jennifer is it okay if I say this of Japanese dinosaurs she's on the board of Kawasaki Yuko, Mitsui Busan and most recently what is this company called? Seven and I and I skip over the Nissan board but in all seriousness I mean starting something from a fresh, which is what James talked about is easy changing something that is established and proud is difficult Jennifer, how does innovation happen and what can OIS do to teach old dogs new tricks? Well, thank you, Jesper so thank you everyone yes, I joined my fourth board today and I think what's interesting is I thought I would take a look at how we got here, what some of the issues are relative to some of these barriers and how OIST can deliver some of the answers related to that, but I joined my first board in 2015 and at that time the female representation on board that's already tripled and I think today at Seven and I Holdings there were three women, two foreigners that were female, including myself and then four foreigners altogether so I think that things are changing and the reason I bring up diversity as such a key point is I think that the bottom line is what is your catalyst for innovation and when do you know you need innovation and for me in Japan a lot of government involvement in trying to get Japan to change you had Abinomics with the number of women you also have had the stock exchange putting in the corporate governance code and saying we need more diversity on boards and that really is essentially because it's still staggering to me that Japan still has the lowest productivity rate in all of the G7 countries and the gap continues to widen so what you're really talking about I think is that you're going to have to make a change and what I think we all realize and what Japanese leaders have realized a lot of this was external pressure about put more women on boards than the last change to the corporate governance code is you have to now have voluntary targets for nationalities and different levels within the company so there's still an increasing I think push but a lot of that is because if you look at who are the top 20 companies in the 90s I think Japanese banks dominated etc and now you don't have any Japanese companies up there with an Apple or a Google etc so I think there really is an economic necessity in a mindset but the biggest thing I believe finally that's woken everybody up got religion is that there's now unequivocal research that innovation and diversity are linked I really there was a great phrase this morning by somebody that has got religion with a lot of the changes to the seven and I holdings board you know diversity inclusion now is a must in Japan and that's because the opposite of that is uniformity and exclusion and I think what you're really talking about is you know the catalyst for innovation has to be that openness that diverse culture that that awareness that other opinion should be taken into account to come up with a more more innovative outcome and I think that you know when you look at the profitability it's an o-brainer I think one of the biggest barriers when we look at this and I don't think Japanese companies have done this well like a Google you know what is it fail fast and small I think is it but you know risk-taking is part of diversity for me is about risk diversity is discomfort being with people of different backgrounds different expertise is challenging and I think what is true about Japan as well they realize that they need to innovate and it makes economic sense for their survival they have two issues they don't have a diverse culture yet that's going to bring around that quickly enough right and the second is just the speed if I think about the car industry thank you about Nissan right but if you look at some of the easier areas when you think about the need for technology and the speed of development you have this issue that you know there's so much disruption out there the car industry in 10 years nobody really knows you're going to have autonomous driving people think EVs will be there but you're going to have to have so much technological innovation in batteries it's it's a bit of a moonshot in some ways so I think that you know the reality is that Japanese leaders have woken up to the fact that yes we need to be competitive we need the speed to be innovative but there's still that I think that barrier that mentality the preference has always to do it internally through internal R&D some companies that I'm with they have actually done some moon labs and things internally but I think you still have this reticence to invest or take a risk on a startup what you still see more of in the robotics area etc is more strategic joint ventures it's still a known entity maybe a past innovative entity like a Google or another company like a Sony one of my companies when we're doing some technological development so these are all positives but I think what's really missing is that the the risk taking and just the speed and I think what we're seeing in Japan I think the financial institutions here is we're starting to get a lot more corporate VC which has been really lacking in Japan but you still don't have the number of startups that you need or even the level of research universities that you need and where I think you know Japanese leadership is really struggling is what is the right solution for that and for me I think one of the best things about OIS is it was pushed by the government and funded when I think about diversity and a lot of the catalysts for change that's happening now it's the it's the medis and the other people that are really worried about continued stagnation in Japan so I think that when I look at what OIS has to deliver it's government funded and backed obviously there's challenges there still but it's also incredibly diverse and I think that Japan is dying for diversity they really appreciate what it brings but it's also a little bit difficult and some companies have set up places in Silicon Valley but for me there's so little available in Japan that is close and accessible you can get on a plane and go face to face as much as you want COVID is over so I really think that the level of expertise now with the reputation that OIS has created for the last 10 years with the diversity of research the diversity of nationalities I really think that corporate Japan is really opening up to those possibilities but it's just not aware of them so for me I'm quite optimistic that the value proposition that OIS has and also I think we saw at the OIS 10th anniversary for our Nobel Prize speaker, our Nobel laureate speaker that GDP and your research in basic science are inequivocally linked you really can't have one without the other so for me when I look at the horizon in the future even for Japanese companies I do worry about speed still and I do worry about how can you implant enough diversity quickly enough to create that innovation that's where your start-up ecosystem is critical and your basic research feeding that across the incubation becomes so essential and I really do think OIST is well positioned for that and would love to be part of the solution how can we try to bring that I don't think dinosaurs forward thinking long past a lot of the companies I'm on it's more than 100 years but forward thinking large companies that want to be more nimble forward thinking large companies and OIST as a little jewel sparkling in Okinawa so you're going to have to spread the word, right? Kenji Kenji Covers has been very involved with OIST I think you visited OIST in the last year about 16 times or something like that you single-handedly kept JAL and ANA in business but Kenji extremely knowledgeable about Japan he runs the consumer practice at Bain the consulting firm here very influential very impactful can you sort of a little bit from your personal perspective what does OIST bring to the table what impresses you about OIST? So a couple of things that Jennifer said and I would probably start by saying that you know something funny happened actually not funny but 100 years ago during the Meiji Revolution there was something called the Haiyang Chiang which was basically the centralization towards Tokyo to build a country and I believe we need the opposite we need actually Hai-Ken Chiang which is basically giving power back to the not to the prefectures to the region and I think that's where OIST can show a perfect example about innovation will come from all different parts of Japan actually and as Jennifer said the alternative of non-diversification is basically just a single entity without too much diversification so that's the first thing the second thing that I believe OIST is actually quite exciting to look at is and you just saw that with the presentation of Professor Kitano and Doya these are the key topics of the day we talk about neuroscience we talk about micrograms we just the topics of the day and OIST is working on them we're not talking about some kind of a random thing which is good for some professors somewhere that receive government money actually that's very relevant for us and I know time is limited but I wanted to comment on a few things so obviously I hesitate to talk about entrepreneurship just next to a GMC guy because I'm pretty stupid that's okay I'm old enough anyway to take this one but actually I think that Japanese there are many entrepreneurs in Japan as a matter of fact I mean just go to Shibuya it's not very far from here it's full of creativity actually the problem is that people in Shibuya they want to change Shibuya people in Silicon Valley they want to change the world it's a different game and I think part of the job here of people involved in venture capital and ecosystem and everything like Yamaguchi-san over there good evening is actually to make Japanese entrepreneurs scalers to scale things up I was in an event yesterday it was about 18 startups presenting basically doing the 5 minute pitch about what a startup is wonderful I know it does this for many many years and Jim has been probably through this kind of events like a thousand times I'm sure it was fantastic very creative very energizing it was not a board meeting that sometimes I present to as a consultant but yes one of the issues that I was struggling with is that no one was talking about scale they were talking about the little ideas which is super exciting that one was about I'm going to convert street art into NFT and I will do an auction house the only thing that got interesting for me was actually the auction house in the presentation there was the last slide there was like 20 slides before about street art and NFTs and whatever again think about Morita-san so many decades ago taking his suitcase, going to New York and to sell transistors Morita-san was not an entrepreneur percent he was actually a scaler because he wanted to sell transistors to the world you know so I think it's really a move from Shibuya to to the world which is actually it's kind of happening I mean the number of VCs have increased dramatically there was about 4 or 5 VCs like 5 years ago now they're about 43, 45 you actually have people from private equity coming in investment has doubled over the last few years I mean it's still very small it's still like one tenth or one twentieth of Europe not even Silicon Valley I don't think we should compare to Silicon Valley anymore by the way because it's too far away and actually I think that we are we're hurting ourselves in Japan because it's just too far away we should actually compare ourselves to Israel I'm not saying this because you are here Gail they started nations a few decades ago now super successful you know if Israel can do it Japan can do it then France did the same the French tech I mean come on if French can do it great so you know this was a little bit of a of a tutorial now so what is always doing yes yes we do the research Gail Gail arrived at Oist about a year ago from Israel he developed the best in class intellectual property system management system at the Weitzmann Institute in Israel absolute best in class Gail tell us a little bit about what exactly Oist is doing thank you Jasper I really enjoyed the panel it's really inspirational I just want to so best in class technology transfer from Israel I'm not sure I'm going to sign on that but I think Israel has the a lot of things that Japan is missing by the way the other way around so Israel is extremely chaotic extremely not organized and we very very difficult for us to grow big businesses and Japan has all these kind of qualities so I think at Weitzmann Institute I didn't create I inherited a wonderful infrastructure of taking technologies from the basic research and building them forward but what I really liked in Oist is the fact that this young university amazingly already had when I joined and I have this slide for you so I'm going to use it for you this amazing set of tools set up and I think I want to compliment the founders of Oist and all the management and the president of Oist for really building these tools in place and for us it's really so powerful because then we have these tools to take everything from the basic research and push it forward and all of us knows that basic research is great and it's really important but it's far away from the industry. Any company that goes into meeting with me and we seriously talk about licensing I always tell them how long do you think it's going to be and then they say five years I'll say double triple it's really really really difficult it's quite a miracle that you can develop but there are so many great innovations and so many great scientists that can push it forward then eventually you can have it done and it can fail along the way for many reasons so we put in place a lot of things to try and mitigate the risk to try and reduce the chances that it will fail eventually what we also got to do now and I'm very happy to kind of update you if you haven't heard it so we created the fund OIST Lifetime Venture Fund which is another very important tool for us to actually boost what we're doing and the fund is really giving us the perspective of the industry or perspective of the investors a kind of a reality check on everything we do and the fund and we have the partners here joining us here and the fund is really part of what we want to do because that brings us to really understand how our technologies compared to the market what should be our technologies because the fundamental thing in basic science is that we create solutions we don't know what I mean there are solutions now we need to find a problem to fit into that and having a fund near us and kind of working hand to hand with us is really an instrumental so with a fund we can really seed capital we can bridge the gap and create really a capital for startups in Japan we boost innovation we do a lot of things that really support our ecosystem in Okinawa and it's not kind of a secret we would like also to have some sort of a return on investment or our participation or to be partner to partner with the success so I really resonate with what was said we are very open we are very open for the industry we want to break the barriers as much as possible keep the basic science in its safe environment to create innovation but also collaborate very intensively with the industry and we just again love to partner with you guys great thank you very very much so seeing all the various ingredients are there and the on ramp to take off is actually being built and is now being made concrete with a 50 million dollar fund which by the way the 50 million dollars haven't quite been raised yet so very happy if you want to participate there will be a very good return yes can I say this no okay fine no I cannot I think we've got time for one question you know from the floor to anybody on the podium hi dozo thank you I'm Matt Cheson I'm from the US Embassy and as you know we just had a bilateral summit between Japan and the United States and also a quad summit to all the folks in Tokyo sorry about the traffic and the helicopters for that but my question is Japan and the United States now have probably the most important relationship internationally as far as technology cooperation you've got this rising cooperation through the quad what can the United States do to help support Japanese innovation and what can the quad partners do to help support each other's innovation and technology for anyone convinced Japan to create the NIH funding government funding anybody else any pieces of advice is this on? no this is I think one thing that can happen is certainly I think the strength and advantage of the western world if you will is in collaboration and if you look at architecture computation architecture network architecture everything is moving towards decentralization and open source and that speaks to what you mentioned when you try to do everything yourself we have much more advantages and much more strength when we cooperate and work together so I would launch like a god-zillion open source projects and somehow get Japanese companies to send every engineer to participate in every key open source project and I think in that diversity that is present in that kind of atmosphere in that kind of environment the inherent strength of innovation where not just quad alliance but I think that's what we stand for cognitive diversity ideas rule of law cooperation and collaboration Jennifer do you want to say something? I was just thinking with the whole economic security legislation and the new theme on that I think there's not a better time to sort of partner and start to really ramp up along those lines I think OIST is a great international source of support but I do think that when you think about the new alliances and the geopolitics of Ukraine and China I think the Japan-U.S. relationship is going to be more critical and I do think that Japan has looked for how the U.S. has protected itself economically but also is looking for in the digital area in particular the ongoing talks those kind of synergy areas so I think with a lot of even the specific areas of what OIST is doing even in cyber security some of that I know there's been some issues on the government level that way I just think there's a lot of partnerships that can be there but also going for just the ongoing I think encouragement of the intellectual kind of capital exchange as well with some of these initiatives on open sourcing with economic incentives are always appreciated I think to get sometimes to get people to do the right thing you have to provide the right incentives so I think any kind of government-related incentive would be helpful Kenji just picking up on Jennifer's point on incentives so in my mind you know the last thing the Japanese government needs to do when it comes to innovation is to be creative and what that means is that they just have to look at Israel and do the same thing copy paste don't create anything new in Japan just do what Israel did you copy paste you're in good shape because actually you guys did everything right it was basically about paying off some of the R&D fees under certain conditions making sure that when people fail and they get this bankruptcy they're blown after that to actually start your second venture France actually did exactly the same thing by just looking at Israel right so again we don't have to be super creative it's just like looking at what other countries did and succeeded and that's it thank you very very much in the interest of time a big round of applause for the panelist Kenji James Jennifer Gill thank you so much we'll move on to the next panel Peter and Kanayama-san if you could please come up on the onto the stage we've had the science we've had the Hokusé we've got the direction to get from science to entrepreneurship we now want to highlight about the future of innovation and an innovation hub that can exist OIST thank you very much Jasper thank all of you and in particular all those that praised OIST so highly and you may wonder why do we succeed in getting talent like Kitano-san like Kenji Doya why are those people coming to OIST the essence of my talk summarized literally in this slide because that gives you the criteria the key criteria that make up OIST and you can see here on top the operational principles they resemble a western university we have sitting here Cherry Murray the chair of our Board of Governors James Higa the co-chair of our Board of Governors what that indicates is that we have a fully independent control mechanism of the management so literally the president reports to the board the board is like an industry an independent body and the president literally follows the long term strategy that is developed in the board that's key because in many Japanese universities you have a mix of management and supervision that never works the next point is obviously the official language is English if you want to make an international university you better speak the lingua franca which is in the sciences is English the international and cross disciplinary and we heard from Jennifer just a minute ago about diversity well we have about 60-65% of our professors that are non-Japanese and close to 80% of our students are non-Japanese so we can attract the best of the best you can see a highly competitive faculty recruitment and also student recruitment two years ago or so we had 1400 applications and we took 18 professors 9 per year that was what we were allowed to take so you can see the stringency we can pick the top talent students very similar I indicated that the students about 500 per year this year about 1000 in the pre-COVID we take 50 and the best of the best in the student body they are getting a stipend because we want to support them we want to make sure that they can spend their full time on the research at OIST look at the student-to-faculty ratio on average 1 to 3 so you can see how intensive the training of the students is but the one single most important element for getting the best PIs from around the globe to come to Okinawa is referred here to as high-trust funding this is the secret of success because what it allows you to do or the PI to do is you get 5 year worth of allotments of fully funding fully funding of the research you do and you do not need to follow mainstream and by necessity if you try to write a presentation for a grant you got to write in mainstream because otherwise it's not going to be funded your peers will turn you down telling you that this is a much too risky project we are committed to sustainable economic development growth speed energy now let me show you some of the data that underscore what I have just said that has been published by the journal nature and you can see here that has been I think it was from 2019 and 2019 by looking at the most highly cited papers always ranked number one in Japan and number nine in the world and last year it ranked even higher demonstrating that the people we hire are the people that are publishing in the best they are cited the most and hence have the greatest impact in both science and in the technology transfer right these are the benefits that OIST brings to Okinawa and Japan cutting edge science and technology fostering the next generation I can tell you that our students actually go to the best places around the globe and lo and behold and this is the latest statistics that I have just seen last week the single most successful recipient countries of our graduate student is Japan so if you invest the foreigners stay the foreigners stay in Japan if they get a job in Japan if they are good they will get a job in Japan but in terms of in case I do you Kai and Kate Andren I do believe it would not hurt if the companies would do a little bit of PR at OIST and it's worth of your communicators coming down if they want it to at least go swimming over the weekend but give one talk at OIST so in any case this are our pillars the pillars are research education through research we only have graduate students no undergrads so in other words these students learn by doing the research in the laboratory and the last point is innovation Gil has already indicated this there are some areas which we are currently investing heavily I don't want to go through this but I can of course with the discussion time allows it I can allude to this but that is what I think drives OIST and what OIST's task and mission will be in the years to come so far I've looked backwards now let's look forward what can OIST do for Okinawa well it's an intellectual driver and a partner of choice for innovation Okinawa promoting economic growth and addressing problems important to Japanese and global society this is where we want to do that and what we have so far is this one this is where OIST is located and what you can see here this is our campus this is a very small incubator that is full 500 square meters and this is a 100 hectare area that is available and could be developed into an innovation park with a major goal to attract startups and also existing companies and towards this end we've had many discussions with a group that is referred to as ULI Urban Land Institute and I'm very happy to have Konayama-san who is a director at the Urban Land Institute with us tonight and maybe Konayama-san you can talk tell us a little bit about the forward look and what ULI is going to do in the sense of building up an innovation park thank you very much let me tell you about the company in Okinawa it was established in 1961 in 1972 it was changed so it was very useful and in the real estate business it came out early in Okinawa and then it moved to the center of the hotel and recently in Senagajima where it is located it is the island of Jitsugi and we are going to do something different and it is related to the innovation park but we are going to create a place where we can do remote work and this is the big thing about Okinawa I am currently in the hospitality business and I have been working for 2 years next question first of all please let me talk about Shibuya and actually Shibuya is an urban innovation hub and we have 6 universities and this is where we started a few years ago and we are working to create innovation and recently 20 years ago when I was in management I had to do something so I made a word called BitBallet and since then I have been working in IT and since then I have started an urban innovation hub and now I am in the Shibuya Google Japan but I am in the Kenbridge Innovation Center called CIC I am from MIT and I wanted to bring the ecosystem but I was too busy so I decided to come here because I was involved in the innovation hub and this is where I started a few years ago and this is JLIT and they are Life Science Cluster Marketing Ranking and I am writing a ranking Greater Boston Greater San Francisco Bay Area San Diego New York Los Angeles so I am talking about cooperation but each has a unique quality of life so of course I am working on a unique environment but I think that innovation is important and next talent always matters I think this is quite difficult but this is the number of PhDs and it is a professional job but it is very difficult but I think life science Cluster is important and this is evidence so actually I did not know much about this I thought that the name was a resort but when I went I found this and I met Peter and I interviewed him and I asked him why people gather here and we thought it was a silicon resort and I said it was a silicon beach because COVID-19 was in the past but LA was more or less the same so I started to gather COVID-19 but I was able to do remote work and I started something that was not an urban innovation ecosystem and I started to think there is a potential for this so this is last year so last year there was a resort called tech in Okinawa and last year I started with Okinawa and last year I started with Peter and I was able to realize this and I started with Peter and I started with Davos I actually started with and I was in Japan Council and I was in a group that was doing development and construction and I was in Asia and I was in Japan and I was It's a great opportunity for us to get to know each other better. Here's the next page. There's a URL, an advisor service panel. Basically, we're going to analyze the place. This time, we're going to examine the idea, plan, and the hypothesis of OIST this time. We'd like to ask you to put this on the table. This is the first time we've done this. The remote is the main thing. Of course, if you're in Japan, you can go to Japan. Basically, it's a remote. This is the member. I'm also a member. Simply put, we select the people who are involved in the development of Life Science Park and the management at the same time, and we examine the idea of the North Campus this time. This is the report. This is the main limit. The report is hot, so I'm going to summarize it a little. I think there's a lot of control over this, but other than that, we also have to do business with Fudou-san, so I think there's a lot of business planning for the applied research areas. We also have to focus on ESG. I think this will be a secret in Okinawa, but I'm not sure if we'll be able to cover the issue of ESG that is a big part of the society. We also have to focus on the development of the North Campus and the challenging of the North Campus. I thought it would be a great opportunity for Fudou-san to meet another 1,000 billion yen, so in fact, it's not just a site. In fact, the OIST is a site by the ocean, and the women's organization comes in a lot more years. We also have the SCA, and this is the third. It's also PR, not just Japan, but Asia as well. I think those who are interested in science and ranking are familiar with the industry. But first, I don't know where it's going to be, including PR and so on. Furthermore, I think it's important for the government and the public to be aware of the situation. I personally don't think it's a waste of such a treasure or diamond. Personally, I don't think it's a waste of such a treasure or diamond. I think it has enough potential to attract people like this. Next, I'd like to talk about the strategic partner of Global Science and R&D. I've met with people from the US and the US. OIST is global. Of course, it's something in Japan. As I said before, I think there are enough partners from overseas to create a new field for the world, not just in Shibuya. The seventh one has just begun. OIST is a long-term partnership with OIST. I think it's a good opportunity to talk to people who are interested in science and R&D, including Peter. I think it's a good opportunity to talk to people who are interested in science and R&D, including Peter. Next, I'd like to talk about talent always matters. It's a good opportunity to talk to people who are interested in science and R&D. The most important thing about OIST is that there is a QO era in Okinawa. First of all, there is no doubt about the climate. The sky is blue, the sky is blue. Also, the cultural lifestyle is very slow. The innovation ecosystem I mentioned earlier is the one that is sending stress and noise to people. There seems to be something different in Okinawa. This is a very common opinion. It's connected to Silicon Beach. I think it's a good opportunity to talk to people who are interested in science and R&D. Thank you very much. I think you see where we're going. We've got a very powerful core competence, which is the science, which is the global, which is the best governments and best in class development of getting from the intellectual property, from the research towards a runway, towards successful commercialization. But the North Campus project, this is a hundred hectares. Yes, it is jungle. To develop it is about as expensive as it is to develop something in otamachi. So nothing is going to be easy, but this is a public-private partnership with which OIST and the leadership of OIST wants to create concrete feedback into sustainable innovation ecosystem, sustainable economic development in Okinawa. If you want to get involved, please let us know. We'd be very, very happy. We take AMEX and accept all sorts of checks, but not Bitcoin. Thank you very, very much. Kanayama Sanpeter. I want to move on to one final aspect. We've got the science, we've got the innovation, we've got the future to give back to the community. Something else that in Japan is kind of difficult to talk about, philanthropy. And OIST is also looking to have the best in class model of philanthropy. And for that, I would like to call to the stage, excuse me, I would like to call to the stage James. James Kondo. Yes. Dr. Mary, I'm sorry, I've lost my script here. Dr. Mary, Dr. Fujita, Dr. Kondo and Mr. James. And David, if you can please take over and moderate the panel. So I give you, like everybody else, you get an extra time allowance of five minutes. If you go over that, it's a bottle of champagne for everybody in the room. And we stand between after this or the drinks, so we'll be fast. But again, this panel is focused on how philanthropy drives excellence in research and education. And I want to give every panelist a bit of a time to answer a core question, which is how and why do you see philanthropy as a driver of excellence in education? And first, I'm going to turn to Cherry. Hello, can you hear me? Okay, good. Well, I come at this question from a number of viewpoints because I was in industry for 27 years doing R&D and managing R&D in industry. I was dean of engineering at Harvard for six years. And now I'm at the University of Arizona managing the research program of Biosphere 2. And that is a state university, very big. And like OIST is funded by the government and has its own foundation. Just like OIST has created the OIST foundation in the U.S. So many of you are from industry and you know return on investment is kind of the bottom line. Industry wants to fund things that will bring stockholder, shareholder returns. And I say shareholder because ESG is becoming more and more important. So industry collaborating with universities and providing gifts to universities is very helpful. What the collaboration provides for industry is more diversity because students are thinking differently. What the philanthropy by the company does is not provide much for the company bottom line, but something for the shareholders which is they're doing a charity, call it charity. But they're also helping build a talent pool. So it's very good for industry to give gifts to universities at the same time as doing collaboration for things that will end up in products. So I was dean at Harvard. Harvard as you know has the largest endowment of any university. It's now 55 billion U.S. dollars. And it provides about 50% of the operating income of Harvard. So if you build up endowment, you don't have to rely on tuition or government spending and in fact, I don't know if you know this, but certainly in the U.S., the U.S. government funds a lot of research. I know I forgot to say it was also a government official funding research in the U.S. That research is about the government pays for 80% of the research. The other 20% comes from the universities. It's actually subsidized by the universities and that comes from either philanthropy or tuition. So what does philanthropy do? It provides operating income. Hard to get, for example, the lights have to be on in order to do the research. It helps bring the best talent to universities. Endowed professorships, for example, are very prestigious. Universities typically steal faculty members from each other and having an endowed professorship is a very good deal. Students, fellowships, internships, etc. And very important, it provides, as Peter was talking about, high trust funding. Government funding is typically peer reviewed and peers are typically, I'm talking about scientists here, they're typically quite conservative. So philanthropy allows funding of very high risk projects. So it's critically important for universities to have this. So I'll stop there. Thank you so much, Cherry. Same question to you, Hiro. How and why do you see philanthropy as a driver for excellence in research and education? Is this on? Yes. Okay. Actually, David, thank you. I'm going to speak Japanese and somebody can translate into English. I'd like to briefly introduce my background. I was born in Japan and grew up in Japan. Earlier, I talked to the former president of Waseda. I went to Waseda University. When I was in my second year, I went to University of California, UCSD, San Diego. I went to America and I was able to take risks and learn from them. And I flew to America. I flew to America in 1988. I've been in America for decades. Now, of course, I'm working at a company. As Cherry mentioned earlier, Arizona University is a very big university. It's one of the largest universities in the United States. There are about 11,000 students. I'm also the director of the university. There's also a clinic in Cleveland. It's over 70,000 people. It's about 100,000 people. It's a world-class medical institution. I'm also the director of one of the hospitals. As David said earlier, why is philanthropy important? As Cherry mentioned earlier, when you have the funds, it's hard to rely on the money outside. The American research and education institutions are very important in this regard. For example, Ohio State has over half a million students. They are networked. They can donate what they can. For example, they can collect about 4,000. What if they collect 4,000? For example, medical centers, research centers, hospitals, or innovation zones. For example, Ohio State has an Intel semiconductor factory. For example, Intel has an ecosystem. For example, Ohio State has a human resource. They have a network including students. It's exactly the same concept as the North Campus. When people gather together, innovation is the reason for it. So they raise the density. At that time, philanthropy is a very big role. Cleveland Clinic has a power of everyone with the name of power of everyone. We have a fundraising of just 10 years. It's about 3.7 billion yen. For example, we have a Cleveland Clinic in London in front of the Buckingham Palace in England. We have a hospital like that. We have a lot of people in the world. We have innovation. Of course, the Japanese government is the biggest investor. When we go to the next 10 years, philanthropy is a very big role for Ohio State. In Japan, philanthropy is not well known yet. Why is it important for Ohio State? Of course, the level of research is high. There is no need to study international research. For me, it's the key to release Japan in the real sense. The reason is that, as Peter said earlier, 8% of people from overseas are from overseas. 6% of students are from overseas. That means that the Japanese government doesn't use it. The Japanese government doesn't use it. That's why we think that this is the best way for us to do it. We have a lot of challenges with the challenge spirit. The Japanese government doesn't use the Japanese government. On the contrary, the government has invested in it. From overseas, people from overseas don't have the opportunity to make mistakes. That means that the Japanese society doesn't have the future of Japan. I have that opportunity. Of course, the success of Ohio State is important, but it's important to release Japan in the real sense, in the real sense. Of course, the Japanese government doesn't use it in other universities. It's not like that in Japan. We are the ones who make the future. We all have that kind of reason. That's why we can't make mistakes. We have the opportunity to talk to the government and to collaborate with them. That's why we can't make mistakes for the future of Japan. That's why communication is important. Thank you, Mr. Fujita. James, what are your thoughts? So I'm recently signing a strategic partnership agreement with Peter and Oist. They have an office at Ohio House. This is very personal. Oist is a friend of Ohio House. I see many friends of Ohio House. So I want to be leaning in to all the friends to be supportive of everything that Oist does because it's very special. And on the point of philanthropy, I think Ohio House has several lessons to offer. It's probably one of the most successful philanthropic partnerships in Japan. In 1952 in a war-torn Japan Ohio House gathered 7,000 corporations and 5,000 individuals to purchase probably one of the most valuable real estate in Japan that we're sitting in right now worth several hundred million dollars. And so that was achieved in a war-torn Japan half funded by Rockefeller Foundation but half funded by 7,000 corporations and 5,000 individuals. So I think there are several lessons to be had which I think is relevant for Oist. So when you think about 1952 Japan building a place where particularly Americans and Japanese, seven years after the war, would come together to build a prosperous and peaceful Asia in a war-torn Asia was an improbable dream. So we talked a lot about Okinawa you think you have a hard project? 1952 Japan, US-Japan relations and friendship in a war-torn Tokyo was a difficult improbable project and building it around the premier garden is almost like trying to fund something in Syria right now around the premier garden gathering Russians and Americans and Libyan government to talk about peace in the Middle East. So getting funding for that was very difficult but it was critical for Japan to return to the international community for US and Japan to build alliance during the Cold War and it was successful. And I think to do something that is very important but improbable I think you need two things. One is you need people who get it to form the core and I think this room is I recognize most people in this room and that probably means that you are very, very important people who are very global who are influential who can form the core of what needs to happen but always, sorry, IHouse did a few things that led to the 7000 corporations and 1,000 individuals because the core was only a few dozen people. In the beginning was John D. Rockefeller III and a few people like Yoshida Shigeru Shirasujiro, like people who were very international, like people in this room, but Japan is not all full of very international people. So second they gathered a fundraising committee of the most prominent business leaders and the committee itself was about 100 people divided into East Japan, West Japan, but within each maybe about 10 sub-committees with a very, very strict order from the head of bank of Japan Keiranmen and Keisai-Do-Yukai to get moving, even if you didn't want to get moving. So that was number one. Number two it gathered cultural leaders because people needed to know about this place and people were always so people like Kawabata, the writer Mishima, another writer film makers cultural icons were gathering to talk about the importance of this project and I think although all of you are rock stars there are literal rock stars who can let the project be known and I think it's important that cultural leaders get involved to talk about this story and let the young people and others get excited about what's happening because what you're doing is very exciting. Third, and this is Japan, we got the Imperial family fully involved in all the parties. So the current Emperor Merces studied a lot here most of the royal family was kind of hanging out here that was to get the core conservatives of Japan on board and getting their agenda which was really actually at that time protecting the Imperial family from possible abolition if they saw something very international as opposite to the conservative cause it would have been different but they saw it as actually essential to get Japan to preserve its tradition. So I think there are several things that were done to really bring in the whole of Japan around something that is truly improbable and innovative and I think if there's anything we can do to recalibrate and bring that to this generation around OIST it will be a privilege for IHouse to be a part of it and really rally the crowd to do the next decade of an incredible success that is being built. James thank you so much we have probably about six minutes before Jesper cuts me off so we're going to do a lightning round and answers in haiku perhaps but let me turn to you first could you tell us in your mind what do you see as some of the philanthropic priorities for OIST that perhaps people in this room might consider investing in? First priority is talent second priority is talent and the third priority is talent so what that means is professorships fellowships student internships getting more Japanese students fellowships to go to OIST this is what we need for the innovation district this is what we need for more startups and by the way what Peter said the graduates of OIST are staying in Japan they are going to startups it's really exciting and so I'm just going to focus on talent for this thanks so much hero I want to turn to you for a moment and follow up on something that James talked about which this institution was founded by Americans and Japanese it would not be here without philanthropists from both countries tell us briefly why is the US Japan Network important for philanthropy as it might relate to OIST because when you think about higher eds in the United States the best ones they as cherry said philanthropy excellence of research operations they go together as I said in order for us to be bored with this ecosystem I think because government funding is limited of course it would be great if they can increase but knowing that we cannot say that well since we are not getting enough this is where we stop like Peter said he has a vision to increase 200 PI 300 PI to actually keep the critical mass but what else can we have without it we will not succeed since we know that we have to learn from how the United States has been doing and then we can have a partnership with this great institution James you are running a 70th anniversary campaign here what are you learning about philanthropy in Japan how is it changing is it becoming bigger apart from other parts of the world so two things number one many people are dying because they are old in Japan but the legacy gift market is gigantic if you think about the amounts of wealth that will be transferred in Japan over the next two decades it is larger than many countries as a base and we have a chance to reach out to those people to write even a portion of that for the next generation and for what matters and that is an untapped market that is growing at 100% a year I would suggest always get right into that I think the other thing is there is the large corporate Japan but there is the new money and so we I see some faces here of people who have made new money but most of those people find the traditional Japanese institutions somewhat offsetting not exciting, not inviting and they are interested in the new Japan they are interested in investing in the future of Japan and I think the more always can do to tap into that generation and talk about funding the next group of leaders from around the world there is tremendous amount of money there and so I think those two things I don't want to give away my secrets raising my money but I think both are huge there is enough money to go around for what is important but I think given the importance of Okinawa last thing I will mention the US Embassy when we think about the geoeconomic importance of this region and Okinawa it is an essential piece of peace and stability in this region so even if people who are myopic have concerns of funding and things they funded in the past getting Okinawa to be optimistic open, global and some not protective about the past is really really important for all of us and so I think you mentioned U.S.-Japan relations Japan I think we should go right in to make that story because I think the future of Okinawa is not about building bridges to nowhere it is about investing in the next generation with people around us and all our allies James thank you so much you bring up something very interesting and we are going to wrap up here and Jesper is going to ask you to donate but if you look at giving philanthropic giving in the United States it is individuals that give the most then you have foundations and then legacy giving and actually the least philanthropic companies so in the giving world in the United States it is said that dead people give more than corporations and this is quite interesting to know for those who are trying to raise funds for the philanthropic world I think with that I would like to thank each of you Dr. Fujita, Dr. Murray thank you so much for being here tonight this is just the appetizer but I hope all of you will get engaged with OIST in many ways including philanthropically Jesper great thank you all the panelists for a wonderful session so we are actually close to be on time which shows you what Japanese and German corporation can actually do I think I hope we have wetted your appetite and I want to close on a little bit of a personal note I have been stuck in Japan since 1986 1986 was Kokusai Ka Ganen 1989 was Kokusai Ka Ganen 1993 was Kokusai Ka Ganen 1998 was Kokusai I think every year there's some sort of something something the opening of Japan nationalization of Japan I got involved with OIST I think OIST was the last chance this is the last frontier the last chance and it's working this is the amazing thing the project trying for something impossible that is improbable and actually making it happen that's exactly what OIST has done the Japanese government allowing best in class and independence governance and giving the students giving the researchers the freedom to actually thrive in a way that is the envy of the Weizmann Institute that is the envy of the Max Planck Institute dare I say it is the envy of Harvard University so we know what we want we want a healthy innovation ecosystem you've seen the different pillows pillars that pillows that's exactly what we're not doing because you are all in the room we've got the different pillars put together here you must help us getting this going and creating the next year so what can you do to actually support well many of you are corporates are corporate leaders or your cousin is a corporate leader join INO this is a very simple step the innovation network at OIST there is two categories one is 500,000 yen and one is 50,000 yen very easy to join invest in the OIST venture fund donation Furusato corporate Nose does work since the January of this year we're working on the Kojin on the individual side but for the corporate side this is already working get involved with the startup and accelerator program become a mentor have your team from your company visit OIST as a professor as a mentor yes we are looking to build an incubator and the Japanese government is so catchy they just don't give any money I don't know where they give the money to but anyways we are trying to grow the incubator this is an investment how about it your company's name on the incubator anyway that's a concrete project that we have engage with the Okinawa Innovation District Initiative that is just getting off the ground you've heard from Kanayama-san participate in OIST events and by all means speak up support OIST publicly whenever you meet somebody whenever you sing karaoke in Roppongi or the Ginza sing the OIST song thank you very very much we look forward to engaging with you further thank you thank you