[日本語から英語への翻訳依頼] 持田：心強いです。TECHFUNDさんと事業を進めていくと、アイディアを集めた先のフェーズも想像できるんですよね。プロジェクトを作って終わりにするのではな...

Original text

持田：心強いです。TECHFUNDさんと事業を進めていくと、アイディアを集めた先のフェーズも想像できるんですよね。プロジェクトを作って終わりにするのではなく、会社にとって価値のあるプロジェクトにするためのステップを着実に踏めている感覚があります。

翻訳 / 英語

Mochida: It’s reassuring. With TECHFUND, we can envision the phases that follow after collecting ideas. I feel that we are steadily taking the steps to turn a project into something of value for the company, not just creating it and calling it done.

翻訳 / 英語

Mochida: That's reassuring. As we continue to work with TECHFUND, we can imagine the next phase of collecting ideas. Rather than just creating a project and calling it a day, I feel like I am steadily taking steps to make the project valuable to the company.

Original text

TECHFUND：おっしゃる通り、我々も社内起業家が生まれたあとの段階こそがもっとも重要だと考えています。TECHFUNDの強みは、新規事業開発や仮説検証などの一つひとつのフェーズが動いていくなかで最後までしっかり付き合っていけること。もともとは新規事業の開発まで担当している会社なので、ミニマムでありながら包括的にサポートできるんです。設計まで行って「あとは頑張ってください」ではなく、今後も一気通貫での支援を心掛けていきたいです。

翻訳 / 英語

TECHFUND: As you say, we also believe that the stage after in-house entrepreneurs are born is the most important. TECHFUND’s strength lies in our ability to be involved until the very end, as each phase of new business development and hypothesis testing progresses. Originally being a company that handles up to the development of new businesses, we can provide comprehensive support while keeping it minimal. We don’t just design and say, “Good luck from here,” but instead, we are committed to providing continuous support throughout the process.

翻訳 / 英語

TECHFUND: As you said, we also believe that the stage after an intrapreneur is born is the most important. TECHFUND's strength is that we can closely follow through to the end as each phase of new business development and hypothesis testing moves forward. Since we are a company that is originally in charge of new business development, we are able to provide minimal yet comprehensive support. I would like to continue to provide all-in-one support, rather than just going through the design stage and saying, ``Just do your best.''

Original text

赤木：少し話はそれますが、スタートアップの起業家視点でのアドバイスをいただけたのも大きな刺激になりましたね。新規事業に関する経験やノウハウが少ない我々に、アイディアの作り方や起業家さんの思考回路などもあわせて教えてくれました。社内起業家にはない“野生の起業家”の目線で、的確なアドバイスをもらえたことがmokuMOKU策定の段階でいいエッセンスになったと思います。

翻訳 / 英語

Akagi: It’s a bit of a digression, but receiving advice from the perspective of a startup entrepreneur was also a big stimulus. They taught us how to create ideas and the thought processes of entrepreneurs, which was very helpful since we have little experience and know-how in new business ventures. Getting accurate advice from the perspective of a “wild entrepreneur,” which is not present among in-house entrepreneurs, was a good essence in the formulation stage of mokuMOKU.

翻訳 / 英語

Akagi: This is a little off-topic, but receiving advice from the perspective of a startup entrepreneur was also a great inspiration. Even though we didn't have much experience or know-how regarding new businesses, he taught us how to come up with ideas and the thinking process of entrepreneurs. I think that receiving accurate advice from the perspective of a "wild entrepreneur" that intrapreneurs do not have was a good essence at the stage of formulating mokuMOKU.

Original text

TECHFUND：新規事業などの社内起業とスタートアップ起業では色々と違いがあり、東京ドームさんの制度設計には不要な場面もあるかもですが、今回はあえて比較しやすいように「普通のスタートアップだったらこうですが、社内起業だったらこうですね」とスタートアップ側の事例も合わせて伝えるようにしていました。スタートアップと比較するかたちで社内起業家の魅力やメリットを可視化しやすくなるというか。

翻訳 / 英語

TECHFUND: There are various differences between in-house entrepreneurship for new ventures and startup entrepreneurship, and there may be unnecessary aspects for Tokyo Dome’s system design. However, this time we deliberately made it easy to compare by saying, “For a normal startup, it would be like this, but for in-house entrepreneurship, it would be like this.” We communicated using examples from the startup side as well. It makes it easier to visualize the appeal and benefits of in-house entrepreneurs by comparing them with startups.

翻訳 / 英語

Akagi: This is a little off-topic, but receiving advice from the perspective of a startup entrepreneur was also a great inspiration. Even though we didn't have much experience or know-how regarding new businesses, he taught us how to come up with ideas and the thinking process of entrepreneurs. I think that receiving accurate advice from the perspective of a "wild entrepreneur" that intrapreneurs do not have was a good essence at the stage of formulating mokuMOKU.

Original text

例えば、スタートアップは自分たちで毎月の社員の給与を確保し続けてサーバイブすることが必須条件なので、純粋に事業のみに集中しにくい側面があると思っています。ですが、社内新規事業だったらアサインされたチームメンバーの給与は会社側からの支給になることが多いので、会社自体が安定していればメンバーの給与が払えないリスクなんて起きませんよね。もし自分が起案した新規事業が失敗したとしてもチームメンバーは他部署に異動できるわけなので。

翻訳 / 英語

For example, startups must ensure they can continue to pay their employees’ salaries every month to survive, which means they can’t focus solely on the business. However, in the case of an internal new venture, the team members’ salaries are often paid by the company, so if the company itself is stable, there is no risk of being unable to pay the members’ salaries. Even if the new venture I proposed fails, the team members can be transferred to other departments.

翻訳 / 英語

Akagi: This is a little off-topic, but receiving advice from the perspective of a startup entrepreneur was also a great inspiration. Even though we didn't have much experience or know-how regarding new businesses, he taught us how to come up with ideas and the thinking process of entrepreneurs. I think that receiving accurate advice from the perspective of a "wild entrepreneur" that intrapreneurs do not have was a good essence at the stage of formulating mokuMOKU.

Original text

そうしたことから社内新規事業では、BSやキャッシュフローやバーンレートよりも、純粋にP/Lや事業成長に集中できる。そこは社内起業家の大きなメリットだと思っています。僕は両方の立場を経験してそう感じていますね。もちろん社内起業なので100%同じようなプロセスは踏めませんが、社内企業もスタートアップ企業も「アイディアをもとにたたかう」という面では同じなので、スタートアップと比較することで社内起業家の自由度を伝えられるよう意識していました。

翻訳 / 英語

In-house new ventures can focus purely on P/L and business growth, rather than on the balance sheet, cash flow, or burn rate. I see this as a significant advantage for in-house entrepreneurs. Having experienced both positions, that’s how I feel. Of course, since it’s in-house entrepreneurship, we can’t follow exactly the same process 100%, but both in-house corporations and startup companies are the same in that they ‘fight based on ideas.’ So, I was conscious of conveying the freedom of in-house entrepreneurs by comparing them with startups.

翻訳 / 英語

TECHFUND: As you said, we also believe that the stage after an intrapreneur is born is the most important. TECHFUND's strength is that we can closely follow through to the end as each phase of new business development and hypothesis testing moves forward. Since we are a company that is originally in charge of new business development, we are able to provide minimal yet comprehensive support. I would like to continue to provide all-in-one support, rather than just going through the design stage and saying, ``Just do your best.''

Original text

■30年続くプロジェクトを目指して——。東京ドームが描く、新規事業創出の未来予想図
山本：今後、東京ドームさまが実現していきたい目標を教えてください。
野村：直近では、年間のアイディア件数を100件集めることが2021年度の目標になります。前身のドリカムプロジェクトは“待ち”の部分が多かったので、今後はこちらから積極的にアプローチして全社的な制度として確立させていきたいですね。

翻訳 / 英語

■Aiming for a project that lasts 30 years—. Tokyo Dome’s vision for the future of new business creation
Yamamoto: Please tell us about the goals Tokyo Dome would like to achieve in the future.
Nomura: In the short term, our goal for the fiscal year 2021 is to collect 100 ideas annually. The predecessor Dream Project was very much about “waiting,” so from now on, we want to take a proactive approach and establish it as a company-wide system.

翻訳 / 英語

Akagi: This is a little off-topic, but receiving advice from the perspective of a startup entrepreneur was also a great inspiration. Even though we didn't have much experience or know-how regarding new businesses, he taught us how to come up with ideas and the thinking process of entrepreneurs. I think that receiving accurate advice from the perspective of a "wild entrepreneur" that intrapreneurs do not have was a good essence at the stage of formulating mokuMOKU.

Original text

赤木：新規事業開発室としては、このプロジェクトを「30年続かせよう！」と意気込んでいます。実は、東京ドームって“初のドーム球場”や“初のジェットコースター”などの日本初をこれまでに何度も獲得してきた会社なんですよ。個人的にはそれを過去の栄光とせず、“日本初”をもう1度手に入れることがひそかな夢で……。TECHFUNDさんのお力を借りながら、今回新たに始動するmokuMOKUをきっかけに会社として前進していくことが中長期的な目標ですね。

翻訳 / 英語

Akagi: As the New Business Development Department, we are determined to keep this project going for 30 years! Actually, Tokyo Dome has achieved many firsts in Japan, such as the “first dome stadium” and the “first roller coaster.” Personally, I don’t want to rest on our past glories but to achieve another “first in Japan” is a secret dream of mine… With the help of TECHFUND, starting mokuMOKU as a new initiative is our medium to long-term goal to move the company forward.

翻訳 / 英語

赤木：少し話はそれますが、スタートアップの起業家視点でのアドバイスをいただけたのも大きな刺激になりましたね。新規事業に関する経験やノウハウが少ない我々に、アイディアの作り方や起業家さんの思考回路などもあわせて教えてくれました。社内起業家にはない“野生の起業家”の目線で、的確なアドバイスをもらえたことがmokuMOKU策定の段階でいいエッセンスになったと思います。

Original text

TECHFUND：本当にシビれますね。弊社が東京ドームさんのアクセラレーションプログラムの設計をお手伝いするなかで、こういうチャレンジングな精神を何度も感じてきました。新規事業開発室のみなさんが常に高い熱量で動いてくださっているので、今後はその熱量をどうやって社内に広げていくのかも考えていきたいですね。

翻訳 / 英語

TECHFUND: It’s truly electrifying. As we have been helping design the acceleration program for Tokyo Dome, we have repeatedly felt this challenging spirit. The members of the New Business Development Department are always so passionate, and we would like to think about how we can spread that passion throughout the company in the future.

翻訳 / 英語

TECHFUND: As you said, we also believe that the stage after an intrapreneur is born is the most important. TECHFUND's strength is that we can closely follow through to the end as each phase of new business development and hypothesis testing moves forward. Since we are a company that is originally in charge of new business development, we are able to provide minimal yet comprehensive support. I would like to continue to provide all-in-one support, rather than just going through the design stage and saying, ``Just do your best.''

Original text

「1年目は熱量が高いけど、徐々にボリュームダウンしてしまう」というケースも多いですが、それってサステナブルなプロジェクトではないですから。TECHFUNDとしても30年続くプロジェクトにできるよう、そして東京ドームさんらしいエッセンスを発揮できるよう、精一杯運用をサポートしていきたいです。

翻訳 / 英語

It’s common for projects to start with high enthusiasm in the first year but then gradually lose momentum. However, that’s not sustainable. As TECHFUND, we want to support the operation to the fullest to make it a project that lasts for 30 years and to ensure that it can exhibit the essence that is unique to Tokyo Dome.

翻訳 / 英語

「1年目は熱量が高いけど、徐々にボリュームダウンしてしまう」というケースも多いですが、それってサステナブルなプロジェクトではないですから。TECHFUNDとしても30年続くプロジェクトにできるよう、そして東京ドームさんらしいエッセンスを発揮できるよう、精一杯運用をサポートしていきたいです。