A Framework for the Social Implementation of Visions: Integrating Design, Experimentation, and Culture

Abstract

In Japan, corporations and public organizations frequently articulate ambitious visions of desirable futures. However, these visions often remain symbolic statements rather than drivers of systemic transformation. The difficulty arises from a structural gap between ideals and practice, rooted in the lack of experimental mechanisms, institutional adaptability, and cultural openness. The purpose of this study is to address this gap by proposing and examining a framework for the social implementation of visions. This framework aims to move beyond rhetorical vision-setting by offering organizations a structured approach that integrates design, experimentation, and cultural embedding.The research adopts a design-oriented methodology that synthesizes theoretical insights from innovation studies, organizational design, and cultural theory. The proposed framework integrates four interconnected elements: (1) vision design, defined as articulating a “compass” toward a desirable world rather than a fixed roadmap; (2) social experiments and experiential prototypes, which create opportunities for testing and experiencing future possibilities; (3) organizational design, encompassing structures, processes, and systems that sustain change; and (4) culture, understood as shared values and practices that enable collective action. The framework highlights two complementary pathways: a top-down approach, in which visions guide the design of experiments and prototypes, and a bottom-up approach, in which small practices evolve into broader visions. Art-thinking informs the early stage of individual imagination, while design-thinking guides the iterative prototyping and organizational embedding process. To examine applicability, two qualitative case studies were conducted: (1) Money Forward Inc., a fintech company that redesigned its mission, vision, values, and culture (MVVC) to manage rapid growth; and (2) Busshien Social Welfare Corporation, a welfare organization reimagining community through experimental social services. Data were collected through semi-structured interviews, site visits, and analysis of organizational documents.The analysis reveals several insights. First, visions require a starting point in individual imagination and passion, which transform abstract ideals into actionable orientations. At Money Forward, a leader’s personal conviction—“to create a company one can be proud of”—initiated the redefinition of MVVC. This vision was then embedded through experiential practices such as employee assemblies, evaluation systems, and public sharing of a “Culture Deck.” Second, social experiments and experiential prototypes serve as crucial bridges between visions and practice. At Busshien, unconventional initiatives such as community cafés, hot springs, and multipurpose facilities operated by people with disabilities acted as experiential prototypes that reframed welfare as a central element of local life. These experiments not only tested feasibility but also cultivated new social perceptions and cultural norms. Third, organizational design and culture proved indispensable in sustaining implementation. Money Forward established a dedicated “People Forward Division” to integrate culture with HR functions, while Busshien embedded inclusivity into daily operations through flexible roles and participatory governance. Collectively, these findings demonstrate that social implementation depends on iterative cycles of vision creation, prototyping, organizational support, and cultural reinforcement.The study highlights that innovation culminates not in technological invention alone but in long-term processes of societal embedding. For researchers, the framework provides a lens to analyze socio-technical transformation, emphasizing the interplay of individual, organizational, and cultural dimensions. It suggests that successful implementation requires patience, iterative learning, and alignment between micro-level initiatives and macro-level systems.The originality of this research lies in its integration of vision design, social experimentation, organizational design, and cultural embedding into a unified framework. By bridging art-thinking and design-thinking, it offers a systematic approach for moving from individual passion to collective societal transformation. The study contributes to the field of human intelligent systems integration by demonstrating how disruptive and innovative technologies can be enacted not only through technical breakthroughs but also through socio-cultural practices. It provides practical guidance for organizations, policymakers, and communities seeking to translate visions into sustainable societal change.

Keywords: Vision design, Social implementation, Social experiments, Experiential prototypes, Organizational design, Culture

DOI: 10.54941/ahfe1007136