The ICT Startup League goes beyond mere entrepreneurial support, providing a platform for competition and co-creation to produce world-class startups from Japan, regardless of age, gender, region, or background. Through "oshi-katsu" (fandom-like) support, a hands-on community, and the intersection of diverse talent from regional and international spheres, it continues to tackle the challenge of changing society from a global perspective.

As a member of the ICT Startup League's steering committee and the Representative Director of the Startup Ecosystem Association, Ayumi Fujimoto has traveled the world to see various ecosystems firsthand, constantly questioning what Japanese startups truly need to compete on the global stage.

Why do Japanese startups tend to fall into the mindset of "succeeding domestically first"? What is the "gentle state of national isolation" that lies behind this? What can a competitive "league" like in sports, or passionate "fandom-like" support, bring to entrepreneurs?

We asked her about the perspectives that everyone involved in Japan's startup scene should know, and the future that lies ahead.

Perhaps you'll discover a more fascinating world by finding your own "oshi" startup through this opportunity.

First, could you tell us about the activities of the Startup Ecosystem Association, where you serve as Representative Director?

Fujimoto: We established this association three years ago. Our goal is to act as a "connector," filling the gaps in information and connections to help develop Japan's startup ecosystem.
A key feature is that we are not an organization that represents the interests of specific companies. We deliberately don't have members, allowing us to maintain a neutral position, operate with a small core organization, and yet build a large network of connections.
We have three main functions.
The first is to be an information hub. Like the ICT Startup League, Japan has many excellent support programs offered by the government and private sector, but it's very difficult for startups themselves to find what they need at any given moment. We take on the role of organizing and delivering this information.
The second is to bring the voice of the private sector to policymaking. We act as a pipeline to convey the on-the-ground voices of startups to government and municipal policymakers.
And the third is to be a gateway to the global community. We connect Japan with ecosystems around the world.

The term "startup ecosystem" originally means a biological ecosystem, right?

Fujimoto: That's right. Just as the word "ecosystem" implies, it's a system where diverse players interact with each other, creating a cycle that allows the whole to circulate and grow.
A common misconception is to view startups as the "supported" and large corporations or investors as the "supporters." But a true ecosystem doesn't work that way. Startups can help large companies innovate, and successful startups can support the next generation. It's not about one side unilaterally helping the other; it's about everyone playing their part to vitalize the entire economy. That's our vision of an ecosystem.
There's a reason we insist on the word "ecosystem." Over the past decade, support from the government and large corporations has become very generous. However, even if government policies change and budgets are cut, if a self-sustaining ecosystem is firmly in place, Japan's "fundamental strength" to create new industries will not be lost. That's why we want to support the construction of the ecosystem itself, not just the startups.

What are the main challenges or bottlenecks in Japan's startup ecosystem?

Fujimoto: The biggest challenge is the lack of a "global mindset." In Japan, there's a strong tendency to succeed domestically first before going abroad, which inevitably causes us to lag behind the world in terms of growth speed and scale. Startups overseas plan for global expansion from day one. Japan's economy is still large enough that a moderate level of success is possible domestically, which weakens the motivation to take risks and venture out. Additionally, language and regulatory barriers have created a "gentle state of national isolation," making it difficult for foreign services to enter Japan.

In the past, the Sony Walkman quickly took the world by storm. What's different now?

Fujimoto: Back then, Sony and other electronics companies had a sense of pride that "Japan will lead this field," and aiming for the world was the norm. For better or worse, I think there was an atmosphere of "everyone else is doing it, so we should too." Now, it's more like, "nobody else is doing it, so we won't either." I think it's something along those lines.
However, a good thing about Japan is that once someone provides a successful case, the majority can shift very quickly. That's why if we can produce a global role model, the entire landscape could change dramatically.

The ICT Startup League has introduced the concept of a "league," going beyond existing accelerator programs and investments. What kind of new potential does this framework hold?

Fujimoto: While traditional accelerator programs and investments tend to focus on the success of individual companies, a league creates a space for "friendly competition" and "peer pressure." Entrepreneurs from various stages and industries come together, inspiring one another, which can rapidly broaden their perspectives and goals. What's even more interesting is the potential to collaborate with external leagues. For example, if a player who excels in this league could participate in an exchange match with a "major league," like in baseball, they could gain a world-class perspective instantly. The fact that naming it a "league" opens the door to such global development is, I believe, a huge potential.

Within the league, "fandom-like support" (fan-building) is emphasized. What is the value in that?

Fujimoto: I believe startup investment has always been something close to "oshi-katsu" or fandom. Among investors, there's a saying, "Don't fall in love with the technology." Technologies and solutions change with the times and can become obsolete. What's truly important is the "entrepreneur themselves." This aligns with what overseas investors call "not about 'Doing' (what you do), but about 'Being' (who you are)."

It's because you resonate with the person's worldview and vision that you can continue to support them even if their business pivots. In the end, it comes down to a passion that logic can't explain—"I just believed in this person." That is the essence of "oshi" and the greatest source of energy to support uncertain challenges.

Looking ahead, what is necessary for Japan's startup ecosystem, including the ICT Startup League, to evolve?

Fujimoto: It's crucial to create mechanisms that involve more people. The Startup League is still a world known only to a few, but we need to make it a household name like the J.League (Japan Professional Football League). To achieve this, it's not enough to just raise awareness through media and events. Startups themselves must produce results, and supporters and local governments must collaborate to create services that are "meaningful to society." I also think we need well-timed initiatives that approach the challenge from all directions at once.

Many people are interested in starting a business but feel the barrier is high. If they don't have a concrete idea yet, what's a good first step?

Fujimoto: It's okay if you don't have an idea or don't know where to start. The number one thing I recommend is to "first, try working at a startup."
Instead of raising your own flag right away, jump in with someone who is already at the center of the action. By working there, you'll gain real insights like, "If it were me, I'd do it this way," or "This isn't a good fit for me."

Where can people find job openings at startups?

Fujimoto: Growing startups are always short-staffed, so they are actually hiring like crazy (laughs). The quickest way is to check company websites directly or come to events like the "Startup Career Fair" held by the Tokyo Metropolitan Government. Being a founder isn't the only way to get involved with startups; participating as an engineer, designer, or marketer also makes you a valued member of the ecosystem.
If even finding a job feels like too high a hurdle, starting with the "oshi-katsu" or fandom we talked about today is a great option. Participate in a league event, find your "oshi" startup, and cheer them on. That support might one day lead to a collaboration with your own company.
If you're hesitating, just try getting involved in some way. I encourage you to make the most of the ICT Startup League and jump into this exciting ecosystem.