Creating an Environment for Deep Business Engagement Across All Roles

—You joined the company after completing an internship in the Digital Innovation Department. Is it common for interns to join this department?

Takeru Serikawa:I had already gained some experience as an intern and part-timer at IT companies and vendors, but I applied for an internship at Marubeni out of an interest in how digital transformation (DX) was progressing within a general trading company. We continue to welcome interns in the same way, and some eventually join the company like me.

Many interns come in with technical knowledge, such as data analysis skills, but they are not limited to routine work—they are actively involved in a range of projects. I started as an intern in February 2020 and worked on developing new services related to electric vehicles with the Power Division. My responsibilities ranged from defining requirements to developing systems, programming, and devising solution strategies.

—So you were able to collaborate with departments beyond the Digital Innovation Department?

Serikawa:Compared to other companies, the Digital Innovation Department offers engineers opportunities to participate in a wider array of discussions. At IT vendors, the boundary between the business side and technology side of the company felt clearer. Our department has offered a stimulating environment that allows me to consider both end users and engineering needs concurrently.

Additionally, because many members of the Digital Innovation Department are mid-career hires, there is a strong sense of mutual respect for each person’s expertise. This creates opportunities for deep involvement in projects, regardless of seniority. It’s also essential for each individual to continuously refine their skills.

Image: Takeru Serikawa

Boosting AI Literacy Across the Company Through Engineer Leadership

—You joined the company in 2022 and now are focused mainly on AI and data analysis.

Serikawa:As an engineer, I’m often involved in system and application development, but since last year, I’ve concentrated on the internal deployment of generative AI technology. We developed Marubeni Chatbot to make generative AI accessible to all employees, regardless of their technological expertise. As we get more employees to use the system, we continue to enhance its features by collecting various use cases.

Currently, over 8,000 employees use the chatbot for tasks like drafting English emails, creating financial models, and summarizing internal rulebooks. Given that many employees are not well-versed in AI, we’ve designed the chatbot to showcase current AI capabilities, incorporating features like voice and image recognition models. The tool is continuously updated, and we need to roll it out even more widely across the Marubeni Group. While creating useful services is essential, as an engineer in a trading company, its just as crucial to improve digital literacy across the entire group.

—What other projects are you working on?

Serikawa:One major initiative is PubteX, launched in collaboration with major publishers like Kodansha, Shogakukan, and Shueisha in 2022. This project aims to integrate AI throughout the publishing supply chain, enhancing efficiency from printing to distribution and sales. I’m actively involved in PubteX’s operations, promoting DX by interviewing publishers and identifying their requirements. Direct engineer involvement in prototyping enhances business discussions and unifies stakeholders around a common image. It’s compelling to see engineers integral to business ideation, not just development, which also speeds up the development of solutions.

Maximizing Digital Impact Through Strategic Business Involvement

—How is having a DX promotion organization like the Digital Innovation Department advantageous for a trading company?

Serikawa:A significant advantage is that we are directly committed to the success or failure of the business. Many IT vendors focus on cutting-edge research, but new businesses can’t be created simply by applying new research outcomes. We continually think about how to use established technology to solve real business problems. Our team prioritizes practical technologies and works to translate them into real-world applications.

Opportunities for engineers and data scientists to take ownership of business outcomes are generally rare. Typically, we are not accountable for business outcomes, and once an IT vendor completes a development order, the job is considered done—making it difficult to reanalyze the underlying assumptions. The strength of the Digital Innovation Department lies in its ability to promote digital technology adoption while assuming joint responsibility for the business.

Moreover, trading companies operate in an environment where we can connect with people across a range of sectors, leading to a bigger impact when thinking about ways to use new technologies like AI. In many industries, AI and DX are still in the early stages, and innovative business ideas often emerge from closely observing challenges within each department.

—It seems that collaboration with other departments will become increasingly important.

Serikawa:When the Digital Innovation Department was first established, there may have been some skepticism from the Sales Department. Now, we field more requests from colleagues with enthusiasm and vision who are keen to advance their businesses. We are increasingly seen not just as a department that enhances efficiency and automation but as one that offers genuine business support.

At the same time, I feel strongly that the Digital Innovation Department needs to get even more deeply involved in the core of the business moving forward. Currently, due to our limited size, each member handles a wide range of projects simultaneously, but I believe we need to engage more deeply with each business, including sales to end users.

From a digital perspective, it’s also crucial to improve the reproducibility of digital transformation. Right now, we depend on individuals’ skill sets in some areas, so we need to move away from such a personalized approach and build a structure that enhances reproducibility as an organization. In some industries, fax machines are still in use, so merely introducing the latest technology won’t suffice. I hope we can continue to expand our collaboration with each department and carefully consider the best ways to promote DX given the varying circumstances across industries.