Abstract
Hitachi is a unique company which has accumulated manufacturing expertise, ICT and operational technology since its founding more than a century ago. Hitachi is now evolving its Social Innovation Business through digital technology and accelerating collaborative value creation with customers. One of key success factors is Lumada: Hitachi’s IoT core platform providing advanced digital solutions, services, and technologies for turning customers’ data into insights to drive digital innovation. This chapter introduces how Lumada contributes to value co-creation with customers in the era of AI/IoT.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Akatsu M (2007) Identifying the value for service management. In: Proceedings of IEEE joint conference on E-commerce technology (CEC’07) and enterprise computing, E-commerce and E-services (EEE ’07), pp 491–492
Akatsu T et al (2017) Working toward energy solutions to meet increasingly diverse challenges. Hitachi Rev 66(5):490–499
Aoki M et al (2017) Innovative technology for digital solutions that combine OT and IT. Hitachi Rev 66(6):606–609
Baba Y et al (2020) Development of remote monitoring/predictive diagnosis service “exiida” for air conditioning. Hitachi Rev 69(1):78–83
Bass L et al (2015) DevOps: a software architect’s perspective, Addison-Wesley Professional
Hitachi the University of Tokyo Laboratory (2018) Society 5.0. human-centered super smart society. Nikkei Publishing
Hitachi (2019) Hitachi integrated report 2019
Ishikawa T et al (2016) Collaborative creation with customers establishment of NEXPERIENCE. Hitachi Rev 65(2):832–839
Iwasaki M, Nakamura T (2020) Platform design concept for Lumada, Hitachi Whitepaper
Kaplan RS, Norton DP (2004) Strategy maps: converting intangible assets into tangible outcomes. Harvard Business Review Press
Kashimura K et al (2013) Experience design: theory and practice. Hitachi Rev 62(6):293–301
Kashimura K, Shibata Y, Akashi T (2017) Future vision for a super smart society that leads to collaborative creation. Hitachi Rev 66(6):560–564
Kawasaki T et al (2013) Applications and benefits of ethnographic research. Hitachi Rev 62(6):317–323
Kitagawa H et al (2013) Development of experience-oriented approach to Information and telecommunication system business. Hitachi Rev 62(6):329–336
Kobayashi Y et al (2018) Using self-learning RPA to automate a greater range of business tasks. Hitachi Rev 67(6):676–681
Lusch RF, Vargo SL (2014) Service dominant logic. Cambridge University Press
Minemoto T et al (2016) Allocation of service design and vision design by collaborative creation in urban development business. Hitachi Rev 65(2):853–859
Nagaoka H et al (2016) Development of methods for visualizing customer value in terms of people and management. Hitachi Rev 65(2):840–846
Nakamura H et al (2019) Lumada platform services for creating new value. Hitachi Rev 68(4):526–531
Newman S (2015) Building microservices: designing fine-grained systems. O’Reilly Media
Nonaka I (2020) Management based on human empathy. https://www.hitachi.com/rev/column/ei/vol15/index.html. Accessed Aug. 4, 2020
Nonaka I, Takeuchi H (1995) The knowledge-creating company: how Japanese companies create the dynamics of innovation. Oxford University Press
Normann R, Ramirez R (1994) Designing interactive strategy: from value chain to value constellation. Wiley, New York
Onizawa R et al (2016) Next-generation IoT-based production system for high-mix low-volume products in an era of globalization. Hitachi Rev 65(5):58–63
Ono T et al (2017). NEXPERIENCE: a service design process for social innovation business. In: The sixth Asian conference on information systems, pp 129–132
Ono T et al (2019) Promoting NEXPERIENCE: customer co-creation methodology-based design thinking. Hitachi Rev 68(3):402–407
Osterwalder A et al (2010) Business model generation: a handbook for visionaries, game changers, and challengers. Wiley, New York
Otogawa et al (2018) AI technology for boosting efficiency of logistics and optimizing supply chain. Hitachi Rev 67(2):232–237
Sakakibara M et al (2017) Customer collaborative creation activities in front-line sales work. Hitachi Rev 66(3):80–85
Sato N et al (2018) Enjoyably sustaining motivation for work style reforms through digitalization. Hitachi Rev 67(6):682–687
Sekiai T et al (2011) Auto tuning algorithm for vigilance parameter in the adaptive resonance theory model and its application to fault diagnosis system of thermal power plants. In: Proceedings of ASME 2011 power conference, pp 227–234
Shirai T et al (2018) Dialogue AI for financial services. Hitachi Rev 67(5):550–557
Soga S et al (2018) Development of cutting-edge technologies for next-generation logistics services. Hitachi Rev 67(2):252–258
Speed C, Maxwell D (2015) Designing through value constellations. ACM Interact 22(5):38–43
Walker J, Pekmezovic A, Walker G (2019) Sustainable development goals: harnessing business to achieve the SDGs through finance, technology and law reform. Wiley, New York
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.
About this chapter
Cite this chapter
Akatsu, M. (2021). Social Innovation Business Through Value Co-creation with Customers Powered by Lumada: A Case Study of Hitachi Ltd.. In: Kosaka, M., Wu, J., Xing, K., Zhang, S. (eds) Business Innovation with New ICT in the Asia-Pacific: Case Studies. Springer, Singapore. https://doi.org/10.1007/978-981-15-7658-4_4
Download citation
DOI: https://doi.org/10.1007/978-981-15-7658-4_4
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-15-7657-7
Online ISBN: 978-981-15-7658-4
eBook Packages: Business and ManagementBusiness and Management (R0)