#043 【名著解説】PDCAサイクルはもう古い!?AI時代に通用するビジネスの生み出し方

Who Is Suzuki Kan (Suzukan-Sensei)?

The book under discussion is *Zero kara Hajimete Shakai wo Kaeru Social Innovation: Sono Iwakan kara Hajimeru Hitori Business Kakumei* by Suzuki Kan (鈴木勘), affectionately known as Suzukan-sensei (鈴漢先生). Published in 2026, it is fresh off the press, yet Shiraishi-san calls its contents "unquestionably a masterpiece."

Suzukan-sensei's career is extraordinary. He has served as a professor at both the University of Tokyo and Keio University, as Vice-Minister of Education, Culture, Sports, Science and Technology, and as Ministerial Advisor to the Ministry of Education across a record four consecutive terms — the longest tenure in the position's history. In sports policy he was the behind-the-scenes negotiator who kept the 2019 Rugby World Cup in Japan when the new National Stadium dispute threatened to derail it, and he was a core member of the Tokyo Olympic and Paralympic bid team.

For anyone living in Japan, his most tangible legacy is the nationwide spread of the sogo-gata senbatsu (総合型選抜) — formerly known as AO admissions — which lets students apply through recommendations and essays rather than entrance-exam scores alone. Suzukan-sensei was the central figure who pushed this system into virtually every national, public, and private university in the country. Shiraishi-san noted with a laugh that "Morimoto being able to attend International Christian University is thanks to Suzukan-sensei."

Morimoto's Sense of Unease as Raw Material

The book's core message is "turn your small sense of unease into the seed of social change." Rather than simply explaining the theory, Shiraishi-san uses Morimoto's real frustration as live demonstration material.

Morimoto's unease was this: the jobs society absolutely needs tend to pay the least, while money and attention pile up on things that are merely stimulating. Digging deeper, he put it plainly: "If money doesn't flow to the essential places, the country stops functioning," and "comedy only works when people have enough breathing room in their lives — so this circles back to me." He also shared a formative memory: playing a full-energy set for ten people in a backstreet Shinjuku live house, then walking to the station afterward and seeing strangers laughing freely on the street, thinking: *We weren't even there, and everyone's still laughing — what exactly is this job?* Knowing both the value and the dispensability of his own work is precisely what gave birth to his interest in the theme of making sure pay reaches where it is needed.

The PCCP Framework: Four Steps from Unease to Project

The book proposes PCCP — a framework for converting a sense of unease into concrete action.

**P = Philosophy** — Articulating the values you will not compromise on. Morimoto's first instinct produced words like "equality" and "necessity," but Shiraishi-san explained that you don't need to nail it on the first try: "It's something you refine through deliberation with many different people." In this session it settled on the phrase "deserves more gratitude (and isn't getting it)."

**C = Concept** — Translating the philosophy into a specific direction or working project name, asking "What makes this different from what already exists?" and "How would you describe it in one sentence?" Morimoto's project received the placeholder concept: "Sorry, sorry — you really should have been paid this much all along."

**C = Contents** — "You don't have to save everyone at once; what can you do to save just one person?" Ideas poured out from Morimoto: direct cash transfers (the "Morimoto Fund"), crowdfunding, a charity event with comedian colleagues, a solo 24-hour telethon. Shiraishi-san stressed the key point: don't try to do it alone — bring in collaborators.

**P = Program** — Drilling down to 5W2H (who, when, where, what, why, how, how much) and locking in a first action. A concrete proposal emerged: the three people in the recording booth would spend one hour at the upcoming book-launch event for *Non-Cognitive Abilities*, collect real concerns from attendees, discuss them live, and accept tips via livestream.

From PDCA to AAR

At the close of the episode, the book's second framework — AAR — is introduced as a replacement for the widely known Plan→Do→Check→Action cycle of PDCA, and as the mechanism for keeping PCCP in motion. However, the recording ends with only the name and the contrast with PDCA established; the specifics of AAR are carried over to a future episode.

The central experience of this episode is watching a vague, restless frustration transform — step by step through PCCP — into a project with a concrete first move. Shiraishi-san's closing summary: "It can be small. What matters is not trying to do it alone."