22degrees Demand-Driven Concept Asset Business
デマンド駆動型コンセプトアセット事業

September 28, 2026

22degreesは現在、事業の新たな段階へ移行しています。

これまでの探索、創造、資産形成の期間を経て、今後は22degreesの長期的な活動を支える事業基盤と財務基盤の強化に努めていきます。一定期間、更新保留となる可能性があります。

Redefinition of Demand-Driven

Demand-Drivenの再定義

Updated: September 2026

22degreesは、Demand-Driven Concept Asset BusinessのPhase 1において、100件のEnterprise / Market Demand Candidateを検証しました。

その結果、Demandから新しいConceptを直接制作する方式では、既存研究、Framework、Standard、Method、Commercial Product等との重複可能性が高いことを確認しました。

この結果を踏まえ、Demand-Drivenを次のように再定義します。

Demand-Drivenとは、Demandから新しいConceptを作ることではなく、Research / IP Assetを事業化すべきかどうかを、実在するMarket / Enterprise Demandによって判断する原則です。

今後は、

Existing Research / IP
→ Residual Distinctiveness
→ Demand Matching
→ Commercial Validation
→ Product / License

を基本とします。

DemandはConcept Creationの起点ではなく、Commercialization Decisionの基準として位置付けます。

22degrees
Demand-Driven Concept Asset Business
Definition Updated / September 2026

Demand-Driven Concept Asset Business

Phase 1 Research Results and Business Model Redesign

デマンド駆動型コンセプトアセット事業｜第1次検証結果と事業モデル再設計

Research Update: September 2026

1. Background｜検証の背景

2026年9月25日、22degreesは「Demand-Driven Concept Asset Business / デマンド駆動型コンセプトアセット事業」の検討を開始しました。
基本仮説は、22degrees側でConceptを先に制作して販売先を探すのではなく、企業・市場にすでに存在しているDemand / Problemを先に発見し、そのDemandと22degreesが蓄積してきたResearch / IP Assetsとの接続可能性を検証することで、実際の利用価値とCommercial Valueを持つConcept Assetを形成できるのではないか、というものです。
基本的な検証プロセスは、
Demand
→ Problem
→ Solution Opportunity
→ Landscape Screen
→ Demand Evaluation
→ Research / IP Matching
→ Concept Asset Candidate
→ Existing Knowledge / Solution Overlap Review
→ Product
→ Market Validation
としました。
この検証では、Conceptが新しく聞こえることや表現上の独自性だけを理由として商品化を進めず、公開情報を基礎として、既存研究、公開Patent、Standard、Framework、Commercial Product、Consulting Methodその他の先行領域との重複可能性を商品制作前に確認することを重視しました。

2. Research Objective｜研究目的

今回の研究目的は、単に「Demandが存在すること」を確認することではありません。
検証対象には、主に次の条件を設定しました。
・企業・市場に実在するProblem / Demandであること
・企業が時間、人材、予算等を投入する合理性があること
・既存Solutionによって十分に解決されていない可能性があること
・22degreesの既存Research / IP Assetsとの接続可能性があること
・Concept Assetという知的商品として独立した利用価値を持つ可能性があること
・既存研究、Standard、Framework、Commercial Product等との関係を確認しても、なお検討すべき差異が残る可能性があること
・商品化までの追加研究・時間コストが合理的であること
つまり、
Demandが存在すること
と、
Concept Assetとして事業化できること
を明確に分けて検証しました。

3. Demand Research｜100件のDemand候補

Phase 1では、DD-001からDD-100まで、合計100件のEnterprise / Market Demand Candidateを調査しました。
対象領域はAIに限定せず、
Human-AI Collaboration、
Customer Experience、
Commerce、
Knowledge、
Decision,
Business Succession,
SME Operations,
Compliance,
Frontline Operations,
Foreign Workforce,
Service Recovery,
Climate Adaptation,
Repairability
その他の企業課題へ段階的に拡張しました。
Demand発見時点では、22degreesがすでに保有するResearchとの相性を理由として候補を優先することはせず、まず市場側のProblemとして独立して評価しました。

4. Research Cycle 1｜DD-001–020

最初の20件では、2026年に急速に拡大しているAI / Agentic AI関連のEnterprise Demandを中心に調査しました。
主な対象には、
AI導入後の業務再設計、
Human-AI Role Allocation、
AI Workflow Quality、
Organizational Knowledge Transfer、
AI Commerce Trust、
Physical AI Human Interaction、
Human-Centered Agentic Experience
等が含まれました。
Landscape Screenによって既存Solution密度と未充足余地を確認し、有力DemandについてConcept Asset Candidateまで具体化しました。
しかし公開情報に基づくOverlap Reviewを進めると、Human-AI Work Redesign、Human-AI Role Allocation、Human-Robot Interaction、Human Agency、Human Oversight等について、すでに多くの既存研究、Framework、Product、Standardが存在することが確認されました。
この結果、主要候補の多くについて開発継続を停止しました。

5. Research Cycle 2｜DD-021–050

次の30件では、AI中心の探索方法を変更しました。
経営、顧客、人材、人手不足、Knowledge Loss、Business Succession、Decision Quality、Supply Chain、Regulation、Organizational Adaptability等へ探索対象を拡張しました。
Landscape ScreenとDemand Evaluationを経て、
Small-Business Labor Shortage Survival、
Institutional Knowledge Loss、
Business Succession Knowledge Transfer、
Decision Quality under Information Overload
等について詳細検証を行いました。
22degreesの既存Research / IP Assetsとの接続可能性も確認されましたが、さらに調査を進めると、
Business Continuity Management、
Knowledge Elicitation、
Critical Decision Method、
Tacit Knowledge Transfer、
Decision Analysis、
Decision Intelligence
その他の既存領域とのOverlapが確認されました。
その結果、多くの候補についてConcept Assetとしての開発を停止しました。
一部には追加検証の余地が残りましたが、この段階で事業化可能性を確認するには至りませんでした。

6. Research Cycle 3｜DD-051–100

DD-051–100では、探索方法自体を再設計しました。
最初の候補群には一般的なEnterprise Problemが多く含まれており、既存Solutionの成熟度を十分に入口段階で除外できていない可能性が確認されたため、最初のDD-051–100候補群を破棄しました。
その上で、
Strong Demand
× Spending Evidence
× Unsolved Gap
× Existing-Solution Saturation
をより強く意識して50件を再探索し、再探索版を正式なDD-051–100として採用しました。
対象には、
Foreign-Worker Work Instruction Comprehension、
Cross-Cultural Workplace Exception Handling、
Regulation-to-Work-Instruction Translation、
Policy-to-Practice Drift Detection、
Expert Escalation Bottleneck、
Frontline Judgment Boundary、
Negative AI Experience Recovery、
Third-Party AI Customer Journey Re-entry、
B2B AI Service-Recovery Fairness、
Extreme-Heat Work Redesign、
Climate-Triggered Operating Mode、
Repairability Confidence、
Data-Center Community License-to-Operate
等が含まれました。
50件のLandscape Screenから13件についてさらに詳細評価を行い、その後、追加研究・時間コストが過大と判断した候補を停止し、11件をConcept Asset Candidateまで具体化しました。

7. Final Candidate Review｜最終候補群の検証

最終的に11件について、公開情報を基礎として、学術研究、Standard、既存Method、Commercial Product、公開Patentその他の先行領域とのOverlap Reviewを行いました。
検証対象には、
Contextual Work Instruction、
Cross-Cultural Exception Response、
Regulation-to-Action、
Policy-Practice Drift Review、
Expert Escalation、
Contextual Judgment Boundary、
AI Service Failure Recovery、
External AI Journey Re-entry、
B2B AI Fairness Recovery、
Triggered Operating Mode、
Repair Confidence Decision
等が含まれました。
検証の結果、多くの候補について、
既存Training Method、
Intercultural Management、
Compliance Management、
Process Mining、
Structured Escalation、
Decision Rights、
Service Recovery Research、
Business Continuity Management、
Consumer Repair Research
その他の既存領域との強い重複可能性が確認されました。
このため、10候補についてConcept Assetとしての開発を停止しました。
残る一部候補については、既存Technologyや既存Frameworkとは異なるResidual Research Areaが存在する可能性を確認しましたが、Phase 1終了時点では、Concept Assetとして事業化可能と判断するには追加検証が必要です。

8. Phase 1 Result｜第1次検証結果

DD-001からDD-100まで100件を検証した結果、
Phase 1において事業化段階へ移行したConcept Assetは0件
となりました。
これは、企業Demandが存在しなかったことを意味するものではありません。
むしろ、多くのDemandについて強い市場需要が確認されました。
一方で、Demandが強く、企業が大きな経営資源を投入しているProblemほど、世界中の企業、大学、研究機関、Consulting Firm、Standard Organization、Software Company等によってすでに研究・商品化されている可能性が高いことも確認されました。
また、
未解決Problemが存在すること
と、
独立したConcept Assetを形成できること
は異なることも確認されました。
既存研究や既存Methodの複数要素を組み合わせることで新しい表現や構造を形成することはできます。
しかし、それだけでは独立したConcept Assetとして十分な差異やLicense Valueが成立するとは限りません。

9. What Was Learned｜今回確認されたこと

Phase 1の100件検証から、少なくとも次の4点が確認されました。
1. Strong Demand often means strong competition.
企業が大きなProblemとして認識し、予算を投入している領域には、多くの場合すでに多数のSolution Provider、Research、Framework等が存在します。
2. A new expression is not necessarily a new intellectual asset.
新しく聞こえる名称や表現と、既存知識から十分に独立したMethod / Structureは同じではありません。
Conceptの名称を変更するだけでは、既存研究やMethodとの実質的なOverlapは解消されません。
3. Early overlap screening substantially reduces wasted development time.
Concept Assetとして正式制作する前に既存領域を確認することで、Master Edition、License Specification、販売ページ、Rights Documentation等を作成した後に停止するリスクを大きく減らすことができました。
4. Demand-Driven Research may have greater value as a filter than as a direct IP-generation mechanism.
Demand-Driven方式は、新しいConcept Assetを大量に生み出す方法としてよりも、
「作る必要のないConcept Assetを早期に見つけるFilter」
として高い価値を持つ可能性があります。

10. Business Model Reassessment｜事業モデルの再評価

Phase 1では、
Demand
→ New Concept
→ Concept Asset
→ License
という仮説を中心に検証しました。
100件のDemand Candidateを調査した結果、Demandから新しいConcept Assetを形成しようとした場合、その多くが既存研究、Framework、Standard、Method、Commercial Product等とのOverlapに直面することが確認されました。
そのため22degreesは、現段階でこのモデルをそのまま拡大するのではなく、Concept Asset事業モデルそのものを再設計します。
これはDemand-Drivenという考え方を否定するものではありません。
Demandは今後も重要な検証基準として使用します。
一方、
Demandを発見した後に新しいIPを作り始めることが、最も効率的な順序なのか
については再検討します。

11. Next Hypothesis｜次に検証する仮説

今回の結果から、次に検証価値がある仮説として、
Existing 22degrees Research / IP
→ Existing-Knowledge / Solution Review
→ Residual Distinctiveness
→ Demand Matching
→ Product
→ License
というモデルを検討します。
つまり、Demandから新しいConceptを制作するところから始めるのではありません。
まず、22degreesがこれまで蓄積してきた既存Research / IP Assetsについて、公開情報を基礎として既存研究、公開Patent、Framework、Standard、Commercial Product等との関係を確認します。
その検証後もなお一定のResidual Distinctivenessが残るResearch / IP Assetsについてのみ、市場・企業に実在するDemandとの接続可能性を検証します。
この方法によって、
Demandは強いが既存Solutionも非常に多い領域へ、類似Conceptを新たに制作する
という時間コストを避けながら、22degreesがすでに形成してきたResearch / IP AssetsをCommercial Valueへ接続できる可能性を検証します。

12. Next Step｜次のステップ

次のPhaseでは、最初に新しいConcept Assetを制作しません。
まず、22degrees Research / IP Reservoirの中で一定の完成度を持つ既存Research / IP Assetsについて、
・既存研究との関係
・公開Patent / Prior Art
・既存Framework
・Standard
・Commercial Product
・既存Method
等との関係を確認します。
その結果、検討すべきResidual Distinctivenessが残るものだけをDemand Matchingへ進めます。
Demandが確認できなければ商品化しません。
また、Demandが存在しても十分な差異や利用価値を確認できなければ商品化しません。
Residual Distinctiveness
＋ Real Demand
＋ Practical Value
＋ Commercial Rationality
が同時に成立する場合にのみ、Concept AssetとしてのProduct Design、Rights Clearance、License Design、Market Validationへ進みます。
具体的なResearch / IP Matching方法、内部評価基準、探索手順、開発判断ロジックその他のInternal Methodsについては公開しません。

13. Research Status

Demand Candidates Researched: 100
Concept Assets Advanced to Commercialization in Phase 1: 0
Residual Research Candidates: Limited
Phase 1 Status: Completed
Next Phase: Business Model Redesign
22degreesは、Concept Assetの数を増やすこと自体を目的とはしません。
検証によって成立しない仮説が確認された場合、その結果もResearchとして記録します。
今回の100件のDemand Researchは、Demand-Driven Concept Asset Businessの可能性だけでなく、その限界を確認するための重要な検証となりました。
次のPhaseでは、この結果を基礎として、22degreesがすでに保有するResearch / IP AssetsのResidual Distinctivenessと、実在するMarket Demandとの接続方法を改めて検証します。

22degrees
Demand-Driven Concept Asset Business
Phase 1 Research Completed / Business Model Redesign

Demand-Driven Concept Asset Business

Phase 1 Research Results and Business Model Redesign

Research Update: September 2026

1. Background

On September 25, 2026, 22degrees began exploring the Demand-Driven Concept Asset Business.

The central hypothesis was that, rather than creating Concepts first and then searching for potential users, 22degrees could begin by identifying existing Demand / Problems in companies and markets, and then examine whether those demands could be connected with the Research / IP Assets accumulated by 22degrees to form Concept Assets with practical and commercial value.

The basic validation process was defined as:

Demand
→ Problem
→ Solution Opportunity
→ Landscape Screen
→ Demand Evaluation
→ Research / IP Matching
→ Concept Asset Candidate
→ Existing Knowledge / Solution Overlap Review
→ Product
→ Market Validation

In this process, commercialization was not advanced simply because a Concept sounded new or appeared distinctive in expression.

Before significant product development, 22degrees placed particular emphasis on reviewing publicly available information concerning existing research, published patents, standards, frameworks, commercial products, consulting methods, and other relevant prior fields in order to identify possible areas of overlap.

2. Research Objective

The purpose of this research was not simply to confirm that Demand existed.

The principal conditions considered in the evaluation included:

The Problem / Demand exists in actual companies or markets.
Companies have a rational reason to commit time, people, or financial resources to addressing it.
The Problem may not already be sufficiently addressed by existing solutions.
There is potential for connection with existing 22degrees Research / IP Assets.
The subject may possess independent practical value as a Concept Asset.
Meaningful differentiation may remain after considering existing research, standards, frameworks, commercial products, and other prior fields.
The additional research and time required for commercialization remain commercially reasonable.

The research therefore clearly distinguished between:

the existence of Demand

and

the possibility of commercializing an independent Concept Asset.

3. Demand Research: 100 Demand Candidates

During Phase 1, a total of 100 Enterprise / Market Demand Candidates, from DD-001 through DD-100, were researched.

The research scope was not limited to AI.

It was gradually expanded across fields including:

Human-AI Collaboration,
Customer Experience,
Commerce,
Knowledge,
Decision,
Business Succession,
SME Operations,
Compliance,
Frontline Operations,
Foreign Workforce,
Service Recovery,
Climate Adaptation,
Repairability,
and other enterprise problems.

At the Demand discovery stage, candidates were not prioritized simply because they appeared compatible with Research already held by 22degrees.

They were first evaluated independently as market-side Problems.

4. Research Cycle 1: DD-001–020

The first 20 candidates focused primarily on Enterprise Demand associated with the rapid expansion of AI and Agentic AI in 2026.

Areas examined included:

AI-enabled work redesign,
Human-AI Role Allocation,
AI Workflow Quality,
Organizational Knowledge Transfer,
AI Commerce Trust,
Physical AI Human Interaction,
and Human-Centered Agentic Experience.

A Landscape Screen was used to assess existing solution density and potential unmet space, and several stronger Demand areas were developed into Concept Asset Candidates.

However, further publicly available overlap review identified substantial existing research, frameworks, products, and standards relating to areas such as:

Human-AI Work Redesign,
Human-AI Role Allocation,
Human-Robot Interaction,
Human Agency,
and Human Oversight.

As a result, development of most major candidates in this cycle was discontinued.

5. Research Cycle 2: DD-021–050

For the next 30 candidates, the research method was broadened beyond AI-centered exploration.

The scope was expanded to include:

management,
customers,
workforce shortages,
knowledge loss,
business succession,
decision quality,
supply chains,
regulation,
and organizational adaptability.

Following Landscape Screening and Demand Evaluation, more detailed research was conducted in areas including:

Small-Business Labor Shortage Survival,
Institutional Knowledge Loss,
Business Succession Knowledge Transfer,
and Decision Quality under Information Overload.

Connections with existing 22degrees Research / IP Assets were identified.

However, further review also found substantial overlap with established fields including:

Business Continuity Management,
Knowledge Elicitation,
Critical Decision Method,
Tacit Knowledge Transfer,
Decision Analysis,
and Decision Intelligence.

As a result, development of many of these candidates as Concept Assets was discontinued.

Some residual areas remained worthy of additional investigation, but no candidate reached a point at which commercialization could be confirmed during this cycle.

6. Research Cycle 3: DD-051–100

For DD-051–100, the Demand discovery method itself was redesigned.

The initial candidate set contained too many broad Enterprise Problems, and it became apparent that the maturity of existing solutions had not been sufficiently screened at the entry stage.

The original DD-051–100 candidate set was therefore discarded.

A new set of 50 candidates was researched with stronger emphasis on:

Strong Demand
× Spending Evidence
× Unsolved Gap
× Existing-Solution Saturation

This re-researched set was adopted as the official DD-051–100 candidate group.

The scope included areas such as:

Foreign-Worker Work Instruction Comprehension,
Cross-Cultural Workplace Exception Handling,
Regulation-to-Work-Instruction Translation,
Policy-to-Practice Drift Detection,
Expert Escalation Bottleneck,
Frontline Judgment Boundary,
Negative AI Experience Recovery,
Third-Party AI Customer Journey Re-entry,
B2B AI Service-Recovery Fairness,
Extreme-Heat Work Redesign,
Climate-Triggered Operating Mode,
Repairability Confidence,
and Data-Center Community License-to-Operate.

Following the Landscape Screen, 13 candidates were taken into more detailed evaluation.

Candidates requiring excessive additional research and time investment were subsequently discontinued, and 11 candidates were developed into Concept Asset Candidates.

7. Final Candidate Review

The final 11 candidates were reviewed against publicly available information concerning academic research, standards, existing methods, commercial products, published patents, and other prior fields.

The review covered candidate areas including:

Contextual Work Instruction,
Cross-Cultural Exception Response,
Regulation-to-Action,
Policy-Practice Drift Review,
Expert Escalation,
Contextual Judgment Boundary,
AI Service Failure Recovery,
External AI Journey Re-entry,
B2B AI Fairness Recovery,
Triggered Operating Mode,
and Repair Confidence Decision.

The review identified substantial potential overlap between many of these candidates and existing areas including:

established training methods,
intercultural management,
compliance management,
process mining,
structured escalation,
decision rights,
service recovery research,
business continuity management,
and consumer repair research.

As a result, development of 10 candidates as Concept Assets was discontinued.

For a limited number of residual research areas, the review indicated that some potentially distinct space may remain outside existing technology or established frameworks.

However, at the end of Phase 1, additional validation is still required before any such candidate could be considered commercially viable as a Concept Asset.

8. Phase 1 Result

Following research into DD-001 through DD-100:

Concept Assets advanced to commercialization in Phase 1: 0

This does not mean that Enterprise Demand was absent.

On the contrary, strong market demand was confirmed across many of the researched areas.

However, the research also indicated that the stronger and more commercially significant a Problem becomes, the greater the likelihood that companies, universities, research organizations, consulting firms, standards organizations, software companies, and other market participants have already developed research, frameworks, products, or services addressing it.

The research also confirmed that:

the existence of an unresolved Problem

is not the same as

the ability to create an independent Concept Asset.

New expressions and structures can often be created by combining elements of existing research or existing methods.

However, this alone does not establish sufficient differentiation or License Value for an independent Concept Asset.

9. What Was Learned

The Phase 1 research across 100 Demand Candidates produced at least four important findings.

1. Strong Demand often means strong competition.

Where companies recognize a Problem as significant and commit substantial budgets to addressing it, there are often already multiple solution providers, research programs, frameworks, and other established responses.

2. A new expression is not necessarily a new intellectual asset.

A new name or new expression is not equivalent to a Method or Structure that is sufficiently distinct from existing knowledge.

Changing terminology does not eliminate substantive overlap with existing research or methods.

3. Early overlap screening substantially reduces wasted development time.

Reviewing existing fields before formally developing a Concept Asset substantially reduces the risk of investing time in Master Editions, License Specifications, sales pages, Rights Documentation, and other implementation work only to discontinue development later.

4. Demand-Driven Research may have greater value as a filter than as a direct IP-generation mechanism.

The Demand-Driven approach may prove more valuable as:

a filter for identifying Concept Assets that should not be created

than as a mechanism for continuously generating new Concept Assets.

10. Business Model Reassessment

Phase 1 primarily tested the following hypothesis:

Demand
→ New Concept
→ Concept Asset
→ License

After researching 100 Demand Candidates, 22degrees found that attempts to create new Concept Assets directly from identified Demand frequently encountered existing research, frameworks, standards, methods, commercial products, or other established fields.

For this reason, 22degrees will not simply expand the same model at this stage.

Instead, the Concept Asset business model itself will be redesigned.

This does not represent a rejection of Demand-Driven thinking.

Demand will remain an important validation criterion.

However, the assumption that the most efficient sequence is to identify Demand first and then begin creating new IP requires further reconsideration.

11. Next Hypothesis

Based on the results of Phase 1, the next hypothesis considered worthy of validation is:

Existing 22degrees Research / IP
→ Existing-Knowledge / Solution Review
→ Residual Distinctiveness
→ Demand Matching
→ Product
→ License

Under this model, development does not begin by identifying Demand and then creating a new Concept.

Instead, 22degrees will first examine existing Research / IP Assets already accumulated within the organization.

Using publicly available information, these assets will be reviewed in relation to existing research, published patents, frameworks, standards, commercial products, and other established fields.

Only those Research / IP Assets for which meaningful Residual Distinctiveness remains after that review will proceed to Demand Matching.

This may allow 22degrees to avoid spending time creating new Concepts in areas where Demand is strong but existing solutions are already highly developed, while examining whether Research / IP Assets already created by 22degrees can be connected with genuine Commercial Value.

12. Next Step

In the next Phase, 22degrees will not begin by creating new Concept Assets.

The first step will be to review existing Research / IP Assets within the 22degrees Research / IP Reservoir that have already reached a meaningful level of development.

The review will consider their relationship with:

existing research,
published patents / prior art,
existing frameworks,
standards,
commercial products,
and existing methods.

Only Research / IP Assets for which meaningful Residual Distinctiveness remains will proceed to Demand Matching.

If no relevant Demand can be confirmed, the asset will not be commercialized.

Likewise, even where Demand exists, commercialization will not proceed unless sufficient differentiation and practical value can also be established.

Only where the following conditions are present together:

Residual Distinctiveness
＋ Real Demand
＋ Practical Value
＋ Commercial Rationality

will development proceed toward:

Product Design,
Rights Clearance,
License Design,
and Market Validation.

Specific Research / IP Matching methods, internal evaluation criteria, search procedures, development decision logic, and other Internal Methods will not be publicly disclosed.

13. Research Status

22degrees does not aim to increase the number of Concept Assets for its own sake.

Where validation indicates that a hypothesis does not hold, that result is also recorded as part of the Research.

The research conducted across 100 Demand Candidates has provided an important examination not only of the potential of the Demand-Driven Concept Asset Business, but also of its limitations.

In the next Phase, 22degrees will use these findings as the basis for renewed investigation into the Residual Distinctiveness of existing 22degrees Research / IP Assets and their possible connection with real Market Demand.

22degrees
Demand-Driven Concept Asset Business
Phase 1 Research Completed / Business Model Redesign

20260925

22degrees Demand-Driven Concept Asset Business

22degrees デマンド駆動型コンセプトアセット事業

Project Start: September 25, 2026

Overview｜概要

22degrees Demand-Driven Concept Asset Businessは、企業・市場に実在するDemand / Problemを起点として、22degreesが蓄積してきたResearch / IP Assetsを横断的に活用し、実際の事業・製品・サービス・体験等への応用可能性を持つConcept Assetを設計・開発する事業です。

この事業では、Conceptを先に制作し、その後に利用先を探すことを基本的な出発点とはしません。

企業や市場が現在直面しているProblem / Demandを確認し、そのDemandに対して22degreesのResearch、Concept、Method、Experience Research、Knowledge Structure、Creative Researchその他の知的資産を照合します。

その中から実際の課題との接続可能性を持つものを抽出し、必要な検証と再構成を経て、利用可能なConcept Assetへ発展させます。

Demand-Driven Development｜需要起点の開発

基本的な開発思想は、次の流れに基づいています。

Demand
→ Problem
→ Solution Opportunity
→ 22degrees IP Matching
→ Concept Asset
→ Collision Check
→ Product
→ Market Validation

出発点となるのは、22degrees側の「作りたいもの」ではなく、社会や企業側に存在するDemandです。

Demandの背景にあるProblemを理解し、そこにSolution Opportunityが存在するかを検討します。

その後、22degreesが保有・蓄積してきたResearch / IP Assetsとの接続可能性を確認し、Concept Assetとして具体化する合理性がある場合に開発を進めます。

これにより、Conceptそのものの新規性や美しさだけではなく、実際の利用可能性、事業との接続、Commercial Valueを持つ知的資産の形成を目指します。

22degrees Research / IP Reservoir

22degreesは、これまで形成してきた研究成果やConceptを個別に孤立したものとして扱うのではなく、相互に接続可能なResearch / IP Reservoirとして捉えています。

その対象には、Human-People Experience、BUNSHIN、Knowledge Standards Infrastructure（KSI）、Method Standard、Individual Methods、Concept Assets、Discovery、Experience Value、Human Difference、Meaning、Context、Time、Memory、Creativityその他、22degreesが継続的に研究してきた領域が含まれます。

公開済みの研究だけではなく、継続研究中のテーマや、過去の研究過程から形成された知識・構造・方法論等も、将来の研究・開発につながる知的基盤として扱います。

ただし、これらのResearch / IP Assetsを先に大量の商品へ変換することは目的としていません。

Demandが確認されたとき、そのDemandを起点として必要なResearch / IP Assetsを探索し、関連する知識を接続・再構成します。

つまり、Research / IP Reservoirは「商品候補の在庫」ではなく、実在するProblemに対して必要な知識を取り出し、新しいSolution Opportunityへ接続するための知的基盤です。

From Research to Concept Asset｜研究からConcept Assetへ

既存のResearchが、そのままConcept Assetになるとは限りません。

Demandとの接続によって初めて、

どの研究が必要なのか、
どの知識を組み合わせるべきなのか、
何を追加研究すべきなのか、
どこを再構成すべきなのか、
どの部分に実際の利用価値が存在するのか、

を検討します。

複数の研究領域が一つのProblemを介して接続される場合もあります。

その結果として形成された構造について、独立した利用価値を持つConcept Assetとして成立する可能性を検討します。

このプロセスにより、長期間蓄積されたResearchを保存するだけではなく、現在の社会・企業Demandとの接続によって再び機能させることを目指します。

Collision Check｜既存知識との衝突確認

22degreesでは、「新しく聞こえること」と「実際に独自性があること」を同一とは考えません。

現代の研究・技術・AI・Experience Design・Human-Computer Interactionその他の領域には、すでに膨大な研究、Patent、Product、System、Methodが存在しています。

そのためConcept Asset候補については、必要に応じて既存研究、Patent、既存商品、既存System、既存Methodその他との関係を確認します。

類似する考え方がすでに存在する場合には、その存在を無視して独自性を主張するのではなく、重複する領域と異なる領域を確認し、Concept Assetとして成立させる合理性を検討します。

十分な差異や利用価値を確認できない場合には、開発を継続しないことも選択肢となります。

これはConcept Assetの数を増やすことよりも、その内容と利用可能性を重視するための基本原則です。

Practical and Commercial Application｜実用・事業への接続

Demand-Driven Concept Asset Businessでは、研究成果を研究だけで完結させることを目的としていません。

Concept Assetは、条件が整った場合、企業・組織・Creatorその他の利用者が、製品、サービス、Experience、Design、Planning、Development、Research、Creative Activityその他の領域で利用できる知的資産として構成されます。

利用可能なConcept Assetについては、その内容、利用範囲、条件その他必要な情報を明確化し、適切なLicense Structureを通じた提供を検討します。

一方で、すべての研究成果を販売対象とするものではありません。

Demandとの接続、既存知識との関係、実用可能性、権利関係その他を確認した上で、商品化する合理性があるものだけをConcept Assetとして提供します。

Market Validation｜市場による検証

Concept Assetの完成を、開発の最終地点とは考えません。

実際の市場との接続によって、そのConcept Assetが現実のProblemに対して意味を持つのかを確認します。

Market Validationから得られた情報は、必要に応じてResearch、Concept Development、Product Structureへ還元されます。

これにより、

Demand → Development → Application → Validation → Research

という循環を形成します。

一方向にConceptを市場へ送り出すのではなく、現実との接続によってResearch / IP Reservoirそのものを継続的に発展させていくことを目指します。

What We Do Not Publish｜非公開領域

22degreesは事業の基本思想、開発原則、公開可能なConcept Assetおよび必要な権利・利用情報について透明性を重視します。

一方、Research / IP Reservoirに含まれる未公開研究、未公開Concept、開発中の知的資産、具体的なDemand探索手法、内部評価基準、分析手順、Research Matchingの詳細、開発判断ロジックその他のInternal Methodsについては公開しません。

公開と非公開を明確に区分することで、利用者に必要な情報を提供すると同時に、継続的な研究・開発を支える知的資産を適切に管理します。

Purpose｜目的

22degrees Demand-Driven Concept Asset Businessが目指すのは、Conceptを大量に生産することではありません。

社会や企業に存在する現実のProblemを起点として、これまで蓄積してきたResearchを必要な場所へ接続し、利用可能な知的資産へ変換することです。

Researchを蓄積する。
Demandを発見する。
Problemを理解する。
Knowledgeを接続する。
既存知識との関係を確認する。
Concept Assetへ変換する。
実際の利用によって検証する。
そして、その結果を再びResearchへ戻す。

22degreesは、この循環を通じて、Researchと現実のDemandを結びつけるConcept Assetの継続的な開発を進めます。

22degrees
Demand-Driven Concept Asset Business

Established September 25, 2026.

22degrees Demand-Driven Concept Asset Business

Project Start: September 25, 2026

Overview

The 22degrees Demand-Driven Concept Asset Business is an initiative that begins with real demands and problems existing within companies and markets, and develops Concept Assets with practical potential for application to businesses, products, services, experiences, and other fields by drawing across the Research / IP Assets accumulated by 22degrees.

This business does not primarily begin by creating a Concept first and then searching for someone who might use it.

Instead, it identifies Problems / Demands currently faced by companies and markets and examines their connection with the Research, Concepts, Methods, Experience Research, Knowledge Structures, Creative Research, and other intellectual assets developed by 22degrees.

From this foundation, relevant knowledge is identified, connected, and reconstructed into Concept Assets where there is a reasonable basis for practical application.

Demand-Driven Development

The fundamental development process is based on the following sequence:

Demand
→ Problem
→ Solution Opportunity
→ 22degrees IP Matching
→ Concept Asset
→ Collision Check
→ Product
→ Market Validation

The starting point is not simply what 22degrees wants to create, but Demand that already exists in society and within enterprises.

The underlying Problem is examined first, followed by consideration of whether a meaningful Solution Opportunity exists.

The potential connection with the Research / IP Assets accumulated by 22degrees is then examined. Development proceeds when there is a reasonable basis for transforming those assets into a Concept Asset.

Through this approach, 22degrees seeks to develop intellectual assets that are connected not only to conceptual originality or creativity, but also to practical application, business relevance, and Commercial Value.

22degrees Research / IP Reservoir

22degrees regards its accumulated research and Concepts not as isolated individual outputs, but as an interconnected Research / IP Reservoir.

This reservoir includes research and intellectual development relating to Human-People Experience, BUNSHIN, Knowledge Standards Infrastructure (KSI), Method Standard, Individual Methods, Concept Assets, Discovery, Experience Value, Human Difference, Meaning, Context, Time, Memory, Creativity, and other areas continuously explored by 22degrees.

In addition to published research, themes under continuing research and knowledge, structures, and methodologies developed through previous research processes are treated as intellectual foundations for future research and development.

However, the purpose is not to convert the entire Research / IP Reservoir into products in advance.

Once a relevant Demand has been identified, that Demand becomes the starting point for locating and connecting the Research / IP Assets required to address it.

The Research / IP Reservoir is therefore not an inventory of products waiting to be sold.

It is an intellectual foundation from which relevant knowledge can be retrieved, connected, and reconstructed in response to real Problems and emerging Solution Opportunities.

From Research to Concept Asset

Existing Research does not automatically become a Concept Asset.

Its connection with Demand determines:

which research is relevant,
which knowledge should be connected,
what additional research may be required,
which elements need to be reconstructed,
and where practical value may exist.

In some cases, multiple areas of research may become connected through a single Problem.

The resulting structure is then examined to determine whether it can form a Concept Asset with independent practical value.

Through this process, accumulated Research is not merely preserved. It can be reactivated through connection with contemporary social and enterprise Demand.

Collision Check

22degrees does not regard something that “sounds new” as necessarily being genuinely distinctive.

Contemporary fields such as research, technology, AI, Experience Design, Human-Computer Interaction, and related disciplines already contain extensive bodies of research, Patents, Products, Systems, and Methods.

For this reason, Concept Asset candidates are examined, where appropriate, in relation to existing research, Patents, existing products, existing Systems, existing Methods, and other relevant prior developments.

Where similar ideas already exist, their existence is not disregarded in order to claim originality.

Instead, overlapping areas and differentiating elements are examined to determine whether there remains a reasonable basis for developing the candidate as a Concept Asset.

Where sufficient differentiation or practical value cannot be established, development may not continue.

This principle reflects a preference for the substance and usability of Concept Assets rather than simply increasing their number.

Practical and Commercial Application

The Demand-Driven Concept Asset Business is not intended to leave research results confined to research alone.

Where appropriate conditions are satisfied, Concept Assets may be structured as intellectual assets that companies, organizations, creators, and other users can apply to products, services, experiences, design, planning, development, research, creative activities, and other fields.

For Concept Assets made available for use, 22degrees will clarify relevant information concerning their content, scope of use, conditions, and other necessary matters, and may provide them through an appropriate License Structure.

Not every research result will become a commercial offering.

A Concept Asset will be considered for commercialization only where there is a reasonable basis to do so after examining its relationship with Demand, existing knowledge, practical applicability, rights, and other relevant factors.

Market Validation

Completion of a Concept Asset is not regarded as the final point of development.

Connection with the actual market provides an opportunity to examine whether the Concept Asset has meaningful relevance to a real Problem.

Information obtained through Market Validation may, where appropriate, be returned to Research, Concept Development, and Product Structure.

This creates a continuing cycle:

Demand → Development → Application → Validation → Research

Rather than moving Concepts into the market in only one direction, 22degrees seeks to continuously develop the Research / IP Reservoir itself through interaction with real-world Demand.

What We Do Not Publish

22degrees values transparency regarding its fundamental business philosophy, development principles, publicly available Concept Assets, and the rights and usage information necessary for their appropriate use.

At the same time, unpublished research, unpublished Concepts, intellectual assets under development, specific Demand discovery methods, internal evaluation criteria, analytical procedures, detailed Research Matching processes, development decision logic, and other Internal Methods contained within or associated with the Research / IP Reservoir are not publicly disclosed.

By clearly distinguishing between public and non-public information, 22degrees seeks both to provide users with the information necessary to understand and use its Concept Assets and to appropriately manage the intellectual resources that support continuing research and development.

Purpose

The purpose of the 22degrees Demand-Driven Concept Asset Business is not to produce Concepts in large quantities.

Its purpose is to begin with real Problems existing in society and within enterprises, connect accumulated Research to where it is needed, and transform that Research into usable intellectual assets.

Accumulate Research.
Discover Demand.
Understand the Problem.
Connect Knowledge.
Examine its relationship with existing knowledge.
Transform it into a Concept Asset.
Validate it through actual use.
Return what is learned to Research.

Through this continuing cycle, 22degrees develops Concept Assets that connect Research with real-world Demand.

22degrees
Demand-Driven Concept Asset Business

Established September 25, 2026.