---
title: 2026RSGT_継続する勇気と文化的知性_日本企業におけるアジャイルの現場から
tags: 
author: [Insurtechラボ](https://convert.docswell.com/user/Insurtech-lab)
site: [Docswell](https://www.docswell.com/)
thumbnail: https://bcdn.docswell.com/page/YJ6L828DEV.jpg?width=480
description: RSGT2026の登壇資料です。
published: January 07, 26
canonical: https://convert.docswell.com/s/Insurtech-lab/ZJQJJN-2026-01-07-125250
---
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The Courage to Continue and Cultural
Intelligence — Insights from Agile Practice
in Japanese Enterprises
継続する勇気と文化的知性—日本企業におけるアジャイルの現場から
2026.1.7


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Table of Contents
目次
０．Preface
はじめに
１．The Challenge of Not Spreading
広がらない問題
２．Doesn’t reach executives and managers
経営層・管理職に 伝播しない
３． Summary
まとめ
2


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0． Preface
はじめに
3


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Welcome to RSGT 2026！！
https://www.facebook.com/TokyoInternationalAirport.Haneda/
4


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Standing on the shoulders of giants
巨人の肩にのる
5


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Standing on the shoulders of giants
巨人の肩にのる
POWER
DISTANCE
INDULGENCE
VS
RESTRANT
INDEVIDUARISM
VS
COLECTIVISM
HOFSTEDE’S
CULTURAL
DIMENSIONS
MASCULINITY
LONG VS
SHORT TERM
ORIENTATION
VS
FEMININITY
UNCERTAINTY
AVOIDANCE
6


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About Speakers
自己紹介
小泉 岳人
Takehito Koizumi
X：@koitake_
小井 聡介
Sousuke Koi
X：@5khoi5
Nissay Information Technology
Co.,Ltd. ）
Nissay Information Technology
Co.,Ltd.
Manager (21st year）
Hobby: Playing contrabass
ScrumMaster（23rd year）
Hobby: Take a walk
7


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Company Profile
会社紹介
Nissay Information Technology
Nippon Life Insurance Company
◼IT subsidiary of Nippon Life
◼A leading life insurer in Japan,
Insurance Company, delivering IT
serving around 15 million customers
and consulting services for insurance
with a focus on long-term
and healthcare.
commitment and sustainability.
Founded
Founded
:1999
Employees:2,611 （as of April 1, 2025)
https://www.nissay-it.co.jp/
:1889
Employees:68,060
https://konjakuphoto.com/?p_mode=view&amp;p_photo=8110/
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Company Profile
会社紹介
Large-scale
system
development
Waterfall
approach
Hierarchical
and siloed
organization
大規模開発
計画駆動
階層・分業型
9


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Company Profile
会社紹介
The Need for Agile and Product
Development has increased.
Agile開発やプロダクト開発の必要性
Large-scale
system
development
Waterfall
approach
Hierarchical
and siloed
organization
大規模開発
計画駆動
階層・分業型
10


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About our department “Lab.”
組織紹介 -
2022
2023
2024
2025
Department
&quot;Lab.&quot;
Established
Build
Products
using Scrum
Support
Insurers with
Agile/Scrum
Internal
Agile/Scrum
support
Host internal
study
sessions
Speaking at
Internal &amp; External
events
11


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Presented at multiple conferences
And shared our experiences
12


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No matter what we try,
it just didn’t spread.
何をやっても広がらない問題
Feels like watering the desert
with watering can...
砂漠で水を撒いている感
13


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Is it impossible for us to drive change
within big enterprise in Japan?
日本の大企業の文化を
踏まえた取組は難しい？？
14


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Characteristics of Japan in Hofstede’s Six Dimensions Model
ホフステード6次元モデルでの日本の特徴
Explains how cultures differ in six key ways.
Low Power
Distance
Collectivism
Power Distance
Individualism vs. Collectivism
High Power
Distance
Individualism
QOL vs. Achievement
Achievement
Oriented
Tolerance for
Uncertainty
Uncertainty Avoidance
Avoidance of
Uncertainty
Short-Term
Oriented
Long-Term vs. Short-Term
Long-Term
Oriented
Restraint
Oriented
Indulgence vs. Restraint
Indulgence
Oriented
QOL Oriented
15


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Characteristics of Japan in Hofstede’s Six Dimensions Model
Low Power
Distance
ホフステード6次元モデルでの日本の特徴
High Power
Distance
31
Individualism
Collectivism
69
Achievement
Oriented
QOL Oriented
8
Tolerance for
Uncertainty
Short-Term
Oriented
Restraint
Oriented
50
Avoidance of
Uncertainty
Long-Term
Oriented
35
55
Indulgence
Oriented
16


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Characteristics of Japan in Hofstede’s Six Dimensions Model
Low Power
Distance
ホフステード6次元モデルでの日本の特徴
High Power
Distance
５４
Individualism
Collectivism
４６
QOL Oriented
９５
Tolerance for
Uncertainty
９２
Short-Term
Oriented
Restraint
Oriented
８８
４２
Achievement
Oriented
Avoidance of
Uncertainty
Long-Term
Oriented
Indulgence
Oriented
17


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Typical Japanese Meeting
18


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Characteristics of Japan in Hofstede’s Six Dimensions Model
ホフステード6次元モデルでの日本の特徴
In the case of Meeting
・Many members attend without speaking.
発言しないメンバーもたくさん出席 。
・Postpone making a decision and take it back.
結論を出さず持ち帰る
⇒Avoidance of uncertainty, long-term oriented, hierarchical + flat
不確実性の回避・長期志向・階層＋フラット
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１．The Challenge of Not Spreading
広がらない問題
20


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Sharing struggles 1
お悩み相談
I created a guide to start agile development
in our company.
However, agile development never started,
and the guide was never used.
What should I have done differently?
21


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Sharing struggles 2
お悩み相談
I organized many internal study sessions, but
participation never increased.
I also encouraged people to attend external
conferences, but it had little impact.
What should I have done differently?
22


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Sharing struggles（Analysis through Hofstede’s Six Dimensions Model)
お悩み相談
Avoidance of
Uncertainty
Creating a guide to reduce risks is often required.
Long-Term
Oriented
Long-term measures aren’t always tied to
short-term results.
リスク低減のためのガイド作成が先に求められる
長期的な変化のための施策が短期的な成果に紐づかない
Restraint
Oriented
Even if we highlight the enjoyment of conferences,
there is often resistance due
to a restraint-oriented mindset.
カンファレンスの楽しさをアピールしても、抑制思考のため、伝わりづらい
Collectivism
When others don’t attend, people may hesitate to
participate.
周りのメンバーが行かないと、参加を躊躇する
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The Challenge of Not Spreading 1
何をやっても広がらない問題(1/5)
①. Focus on Early Adopters
アーリーアダプターに注力する
②. Find Sustainable Approaches
(Enjoy and Reduce Load)
持続するやり方を見つける(楽しむ／負荷を下げる)
③. Leverage Compound Effects
(Learning, Sharing, Relationships)
複利を効かせる（学習・発信・人間関係）
④. Maintain Multiple Time Horizons
時間軸を複数持つ
24


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The Challenge of Not Spreading 1
何をやっても広がらない問題(1/5)
①. Focus on Early Adopters
アーリーアダプターに注力する
Laggards
持続するやり方を見つける(楽しむ／負荷を下げる)
Late Majority
Early Majority
Early Adopters
Innovators
②. Find Sustainable Approaches
(Enjoy and Reduce Load)
③. Leverage Compound Effects
(Learning,
Sharing,
Relationships)
2.5％
13.5％ 34%
34%
16%
複利を効かせる（学習・発信・人間関係）
Only about 16% of people are open to
embracing
new things.
④. Maintain
Multiple
Time Horizons
時間軸を複数持つ
25


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The Challenge of Not Spreading 1
何をやっても広がらない問題(1/5)
①. Focus on Early Adopters
アーリーアダプターに注力する
②. Find Sustainable Approaches
(Enjoy and Reduce Load)
持続するやり方を見つける(楽しむ／負荷を下げる)
①. Reduce prep effort
③. Leverage（5%
Compound
prep, rest byEffects
mob working）
(Learning, Sharing, Relationships)
②. Make it as celebratory event
for our own sake
複利を効かせる（学習・発信・人間関係）
study sessions
into a “Learning Festival”）
④. Maintain （Turn
Multiple
Time Horizons
時間軸を複数持つ
26


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The Challenge of Not Spreading 1
何をやっても広がらない問題(1/5)
Sharing
①. Focus on発信Early Adopters
Sharing can gain
new insights and
アーリーアダプターに注力する
build new relationships,
Learning
Relationships
that makes stronger
人間関係
②.学習Find Sustainable Approaches
over time.
(Enjoy and Reduce Load)
持続するやり方を見つける(楽しむ／負荷を下げる)
発信が学習やネットワークに繋がる。
(複利で強化されていく）
③. Leverage Compound Effects
(Learning, Sharing, Relationships)
複利を効かせる（学習・発信・人間関係）
④. Maintain Multiple Time Horizons
時間軸を複数持つ
27


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![Page Image](https://bcdn.docswell.com/page/2EV26X1YEQ.jpg)

The Challenge of Not Spreading 1
何をやっても広がらない問題(1/5)
①. Focus on Early Adopters
アーリーアダプターに注力する
②. Find Sustainable Approaches
(Enjoy and Reduce Load)
持続するやり方を見つける(楽しむ／負荷を下げる)
3 years later
Glad to the guide,
TheLeverage
guide never Compound
used
③.
Effects
we were able to start
作られっぱなしのガイド
Agile development.
(Learning, Sharing, Relationships)
複利を効かせる（学習・発信・人間関係）
ガイドのおかげで、始められました
④. Maintain Multiple Time Horizons
時間軸を複数持つ
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２．： Doesn’t reach
executives and managers.
経営層・管理職に伝播しない
29


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Sharing Struggles 3
お悩み相談
Even when I report to executives, my
intentions don’t get through.
Their feedback often feels misaligned with
what I’m trying to achieve, which leaves
me frustrated.
How can I move things forward more
effectively?
30


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Sharing Struggles 3（Analysis through Hofstede’s Six Dimensions Model)
High Power
Distance
お悩み相談
Collectivism
In executive meetings,
power dynamics and group psychology
often shape the discussion.
Achievement
Oriented
High pressure to meet targets — perfection is
valued over experimentation.
経営会議では、権力格差の意識や集団心理が働き、忖度した議論が求められがち
目標必達への圧力は大きく、欠点がないことが重要
Avoidance of
Uncertainty
Topics with high uncertainty tend to be avoided.
不確実性が高い内容は忌避される
31


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Doesn’t reach executives and managers.
経営層・管理職に伝播しない
①. Learn Product Management
プロダクトマネジメントを学ぶ
②. Invite them to join
the community
コミュニティに誘う
③. Maintain multiple time horizons
時間軸を複数持つ
32


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Doesn’t reach executives and managers.
経営層・管理職に伝播しない
①. Learn Product Management
プロダクトマネジメントを学ぶ
②. Invite them to join
the community
コミュニティに誘う
③
Solution-Product-Fit
②
Problem-Solution-Fit
What will be specific
measures?
What kind of value we can
provide?
①
Customer-Problem-Fit
What issues do they have?
③. Maintain multiple time horizons
時間軸を複数持つ
33


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Doesn’t reach executives and managers.
For
reference
経営層・管理職に伝播しない
Purpose
Vision
Why do we do this business?
What future state do we want customers to achieve?
Unfair
Solution
Advantage
What unique
assets or
strengths
support our
value?
How do we
deliver this
value?
Value
Alternativ
Proposition es &amp; Gaps
What value do
we deliver,
and what will
customers be
able to do?
Key Metrics
How do we know we are making progress?
Hypothesis
Canvas
By
Toshihiro Ichitani
Business Model
How do we make money?
How are
customers
solving the
problem today,
and what are
they
dissatisfied
with?
Problem
Situation
What problems
are customers
already aware
of?
In what
situations do
customers face
the biggest
challenges?
Root
Causes
Behavior
What hidden or
unresolved
problems exist
beneath the
surface?
What common
behaviors do
people in this
situation show?
Channel
How can we reach people in this situation?
Market Size
How large is the target market?
(TAM / SAM / SOM)
34


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Doesn’t reach executives and managers.
経営層・管理職に伝播しない
①. Learn Product Management
プロダクトマネジメントを学ぶ
②. Invite them to join
the community
コミュニティに誘う
Experience
within the
company
Experience
within the
community
③. Maintain multiple time horizons
時間軸を複数持つ
35


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Doesn’t reach executives and managers.
経営層・管理職に伝播しない
In large companies,
①. Learn Product Management
プロダクトマネジメントを学ぶ
executive members change
every three years due to rotation.
大企業では約３年の異動で経営層メンバーは入れ替わる
②. Invite them to join
the community Both good and bad
コミュニティに誘う
managers are rotated.
いい上司も悪い上司も異動する
③. Maintain multiple time horizons
時間軸を複数持つ
36


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３．：Summary
まとめ
37


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Maintain multiple time horizons
時間軸を複数持つ
１:The Challenge of Not
Spreading
２：Doesn’t reach executives and
managers.
①. Focus on Early Adopters
①. Learn Product
Management
②. Find Sustainable Approaches
(Enjoy and Reduce Workload)
③. Leverage Compound Effects
(Learning, Sharing, and
Relationships)
②. Invite others to join the
community
③. Maintain multiple time
horizons
④. Maintain Multiple Time
Horizons
38


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Maintain multiple time horizons
時間軸を複数持つ
Daily
1-few months
Daily Study
Sessions
1 year or more
・・・・
Quarterly
Goal Review
Focus on what you can do
and leverage compounding.
A Small Cultural
Change
3 keys: &quot;Learning, Sharing, and Relationship&quot;
39


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Maintain multiple time horizons
時間軸を複数持つ
Can these small, everyday changes
eventually lead to change across
the entire company?
Are we able to change
our organization?
40


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Maintain multiple time horizons
時間軸を複数持つ
Nippon Life founded in 1889
During this long history, it has
survived many wars, earthquakes,
and other disasters.
We believe this is because it has
resilience to change and adapt.
https://www.nissay.co.jp/kaisha/annai/kigyourinen/ayumi/
41


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Maintain multiple time horizons
時間軸を複数持つ
About 50% of the world’s companies
that are over 100 years old are Japanese.
40000
35000
30000
Number of Companies Over 100 Years Old
(Nikkei BP Consulting, Inc., 2022)
25000
20000
15000
10000
5000
0
OTHER
42


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Maintain multiple time horizons
時間軸を複数持つ
Every day, we feel dissatisfaction and
anxiety when things can’t be changed.
Over the past 100 years, many people
have felt the same frustration and
impatience.
When we think that we are also part of
creating the history, even watering the
desert doesn’t seem so bad.
43


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We hope to share more about our
progress and changes next year.
Please come and visit Japan again.
Thank you very much.
https://www.facebook.com/TokyoInternationalAirport.Haneda/
44


