[Circular Project Dialogue Vol.2] Starting from ASNOVA’s Culture, Envisioning the Future of “Circulation” Through Diverse Perspectives

Ono: When we thought about what the company would look like in 2030, we started this project with the desire to become an "excellent company in circular business." Not only Scaffolding Rental Business, but I also created a project team of five people to think about what a cycle is like ASNOVA. And I wanted to proceed while studying with professionals in a recycling-oriented society.

Loftwork Sasajima: We also want to work together with ASNOVA to think about what they think and what kind of conclusion they will ultimately reach. That's why we haven't set a clear goal. We intend to be flexible in how we proceed with the project.

Initially, I thought it would be good to focus on ASNOVA's "capabilities," but that would mean the destination would be within a predictable range. In order to set a more distant goal, I decided to focus on the things that are at the core of ASNOVA, such as its "culture," "philosophy," and "culture," rather than its strengths, and explore these together.

Loftwork Kelsey: To begin with, the circular economy can be understood using two words: "circular" and "economy." There is a famous concept called the "butterfly diagram," which consists of a "biological cycle" and a "technological cycle." A biological cycle uses naturally derived materials, adds extra value, and creates something different. Materials like steel, which ASNOVA handles, fall under the technological cycle because they are based on reuse, reduce, and recycle.

Around the 1990s, this concept was still strongly associated with B2C, that is, recycling activities on an individual level. However, we now understand that in order to change the social system itself, the existence of companies like ASNOVA that can create a big impact is essential. That role (institution) is very important.

However, I believe ASNOVA can go beyond technological cycles and into the realm of biological cycles, because "culture" can also create additional value. For people, for the planet, for spaces... We should be able to explore what we can do for all sorts of things.

Loftwork Kelsey: Actually, about four years ago I learned about a project called "POPUP ATHLETIC Ver.parkour" that ASNOVA and Loftwork worked on together, and I thought, "That's cool! I want to do something like that!" (laughs) I thought it was really wonderful that young athletes were teaching children and getting a public space like a park involved.

Ono: I'm happy. At that time, the view was strong to explore new possibilities for scaffolding, but at the root of this was the desire to involve diverse people and let people know more about the social nature of scaffolding and make use of it. I have continued my business with this in mind, and I can confidently say that the business model of scaffolding rental itself is "circular".

In order for ASNOVA to grow as a circular business company in the future, I feel it is essential to increase the number of touchpoints with people outside the company.

If discussions were limited to within the company, the same values would only emerge from being in the same environment, and we would inevitably only progress within the realm of creativity. In other words, we were concerned that innovation would not occur. That's why we decided to bring in an external partner like Loftwork and start from scratch to explore our direction.

Once we actually started the workshops, we discovered something interesting: how different people perceive what makes something "ASNOVA-like." How "ASNOVA-like" is perceived changes depending on who is looking at it and what their perspective is. It can be "ASNOVA-like" or "un-ASNOVA-like." This made us realize once again how important it is to look at our company from various perspectives and to have more discussions about what makes "ASNOVA-like."

Loftwork Sasajima: When I talk to everyone at ASNOVA, I feel that they are "people who want to do interesting things". In a niche industry, our strength lies in challenging things that no one else is doing. I think that the attitude of wanting to create something that does not yet exist in society is connected to "uniqueness". President Ueda also said, "You don't have to be tied to keywords such as scaffolding and rental." How can we balance current and future businesses while connecting to new circular businesses? If the connection point is "interesting", even better. I think it is significant that ASNOVA is working on this "something that no one else is doing".

Loftwork Kelsey: In terms of "fun" and "diverse perspectives," something I've been thinking about recently is "co-creation." To successfully co-create among people with different languages and motivations, it's essential that each participating member has the awareness that "my actions will have an impact on the final output," in other words, a sense of ownership. Of course, the passion to "do it because it's fun!" is important, but I think that adding each person's sense of ownership to that will help the project move forward with strength.

ASNOVA's new value born from co-creation with diverse individuals

Sasajima, Loftwork: When we create projects with external parties, we make it a priority to not just end it as a study session. Although the circular economy is our area of expertise, our approach is to think about it together rather than just teach. We also believe it is important to design the output from the workshops with consideration for how it will ultimately be used and who will see it.

Loftwork Kelsey: At the beginning of this conversation, Ono said, "Innovation doesn't happen within a company alone," and that's the same as the DNA of Loftwork. Loftwork originally started online, but by creating a physical space called "FabCafe," we were able to naturally bring together a diverse range of people. People with strong passions and challenges gather there, and talk of "let's work together" is born.

FabCafe has a slogan: "What do you fab?" This literally translates to "What do you make?", but it's not just about making things; it's also a question of "What kind of future do you want to create?" In order to create the future you want to choose, you need these kinds of places and communities. That way, you can choose the future, rather than end up with the future.

The crQlr (Circular) Awards, in which we are involved, communicates the message, "Make the future you want, not the future you end up with." Until now, we have placed more importance on the KPI of profit than on KPIs such as people, the earth, and culture, which has led to the current linear economic future. However, we would actually like to choose a circular future. In order to make that choice, it is important to have a "place" where diverse people can gather and share the reasons why they are gathering.

Loftwork's Kelsey: Our lives are short, but organizations like companies and universities last longer than an individual's. Even after your own life is over, if there are people who share the same aspirations, that will be passed on to our children's generation. If we don't choose a circular economy for the future now, our children's generation will be in real trouble. That's why I want ASNOVA to continue to exist as a company that takes that first step.

Ono: I feel that through this project, ASNOVA's vision for the future is slowly but surely changing. While we continue to raise the flag of being an "excellent company in circular business," I'm convinced that the core of this will undoubtedly be "culture." I would like to continue to think of this "culture" as the core. If that happens, we will be able to compete with the culture that is "ASNOVA-like." I believe that this will be what sets us apart from other companies.