[{"data":1,"prerenderedAt":2232},["ShallowReactive",2],{"article-detail-100214":3,"all-tag-group":907,"all-tags":1869,"all-tag":2078},{"_path":4,"_dir":5,"_draft":6,"_partial":6,"_locale":7,"detail":8,"surround":385,"relateItems":445,"_id":901,"_type":902,"title":903,"_source":904,"_file":905,"_stem":906,"_extension":902},"\u002Farticle\u002F100214","article",false,"",{"url":9,"title":10,"publishAt":11,"tags":12,"category":21,"eyeCatchImage":46,"showToc":57,"content":58,"text":377,"updatedAt":378,"publishAtDetail":379,"tagsBySlugs":383,"sortedIndex":19,"sysId":384},100214,"DeNAの本業は「事業のファクトリー」。コア事業を一つに絞らず、事業を生み続ける","2026-10-30T00:00",[13,17],{"name":14,"slug":14,"numberOfArticles":15,"sysId":16},"南場さん、ちょっとお時間いいですか？",0,"5jiPs137PgiWopV5bTOv3p",{"name":18,"slug":18,"numberOfArticles":19,"sysId":20},"南場智子",1,"4b1ed0a04f1accca8806",{"metadata":22,"sys":25,"fields":44},{"tags":23,"concepts":24},[],[],{"space":26,"id":31,"type":32,"createdAt":33,"updatedAt":33,"environment":34,"publishedVersion":38,"revision":19,"contentType":39,"locale":43},{"sys":27},{"type":28,"linkType":29,"id":30},"Link","Space","7mrdlclm9xss","1YUOB3ElOJjJ5QAfDIlATj","Entry","2025-01-10T04:06:09.211Z",{"sys":35},{"id":36,"type":28,"linkType":37},"master","Environment",2,{"sys":40},{"type":28,"linkType":41,"id":42},"ContentType","category","en-US",{"categoryName":45},"事業・サービス",{"file":47,"sysId":56},{"url":48,"details":49,"fileName":54,"contentType":55},"\u002F\u002Fimages.ctfassets.net\u002F7mrdlclm9xss\u002F5p0mgf4pOAFMoxE7GlvwB7\u002Fd64fe9ecbc4b6873badc9e0c322fe8f2\u002Fkv_namba_kazahaya.png",{"size":50,"image":51},435307,{"width":52,"height":53},1260,840,"kv_namba_kazahaya.png","image\u002Fpng","5p0mgf4pOAFMoxE7GlvwB7",true,{"time":59,"blocks":60,"version":376},1793334733471,[61,68,73,78,84,89,94,99,104,109,114,119,124,129,134,139,144,149,154,159,164,169,174,179,194,199,204,209,223,228,233,238,243,248,253,258,263,268,273,278,283,288,293,298,303,308,313,318,323,328,333,338,343,348,353,358,368],{"id":62,"type":63,"data":64,"tunes":67},"kz5jUoJHo8","paragraph",{"text":65,"align":66},"南場さんが15年ぶりに社長に戻って約4ヶ月。社内では、改革が「音を立てて」進んでいます。南場さんはいま、何を目指しているのか。対話形式で聞いていく新連載「南場さん、ちょっとお時間いいですか？」を始めます。",null,{},{"id":69,"type":63,"data":70,"tunes":72},"oRUS_TBi4p",{"text":71,"align":66},"聞き手は、コーポレートコミュニケーションを担う風早さん。初回は、なぜ戻ってきたのか、DeNAの「本業」とは何か、そして挑戦する人を支援し、その成果を次の挑戦へ還元する「事業創造エコシステム」について聞きます。",{},{"id":74,"type":63,"data":75,"tunes":77},"juMWm7Dy_d",{"text":76,"align":66},"\u003Ci>※本記事は、社内向けに発信した内容を対話形式で再構成したものです。\u003C\u002Fi>",{},{"id":79,"type":80,"data":81,"tunes":83},"0vg3MYSdoz","header",{"text":82,"level":38},"誇れる会社。それでも目線を上げたい",{},{"id":85,"type":63,"data":86,"tunes":88},"VP-vmluW5e",{"text":87,"align":66},"\u003Cb>風早 亮（以下、風早）：\u003C\u002Fb>南場さんが15年ぶりに社長に戻ってきてすでに4ヶ月が経ちました。この間、ものすごい勢いで改革が進み会社が大きく変わろうとしていることを肌で感じています。僕自身も改革の渦の中にいますが、ここで一度立ち止まって、南場さんが目指すものをしっかり聞いておきたいと思ってこの企画をお願いしました。今日はよろしくお願いします。",{},{"id":90,"type":63,"data":91,"tunes":93},"ZDjN-TBmNb",{"text":92,"align":66},"改めて伺いますが、南場さんの社長復帰は南場さんの意思なんですか？",{},{"id":95,"type":63,"data":96,"tunes":98},"jDdFKkfzfp",{"text":97,"align":66},"\u003Cb>南場 智子（以下、南場）：\u003C\u002Fb>今回の交代は私の意思が出発点です。端的にいうと、再度成長のモメンタムを取り戻すため、永久ベンチャーを取り戻すために戻ってきました。実態はもちろん、社会からの認知もすっかり変えるには、\u003Cb>音を立てて変わる必要があります。\u003C\u002Fb>",{},{"id":100,"type":63,"data":101,"tunes":103},"pOMeQd1Ant",{"text":102,"align":66},"\u003Cb>風早：\u003C\u002Fb>そういえば永久ベンチャーという言葉、自分たちでもしばらく言わなくなっていたかもしれません。「永久ベンチャー」ってなんですか？",{},{"id":105,"type":63,"data":106,"tunes":108},"Y_tVOqvDcB",{"text":107,"align":66},"\u003Cb>南場：\u003C\u002Fb>昨日生まれたばかりのスタートアップと比べても引けを取らないような\u003Cb>「挑戦魂」「ベロシティ」そして「想いの強さ」を持つ集団\u003C\u002Fb>という意味で使っています。私たちにとっていちばん大事なアイデンティティです。よくエスタブリッシュになったら終わりだって言っていますが、守りに入ったらDeNAじゃない、そういう会社かどうか、そして、そういう会社と思われているかも大事です。",{},{"id":110,"type":63,"data":111,"tunes":113},"PdYgh8fEeu",{"text":112,"align":66},"\u003Cb>風早：\u003C\u002Fb>だから静かに変わるのではなく、「音を立てて変わる」必要があるわけですね。でもDeNAってそんなに生ぬるい会社ですか？僕たちこれまでも一生懸命仕事してきています。確かにスタートアップに負けないくらい組織の隅々まで攻めているかっていうとそうだと言えない部分もあるかもしれませんが、世間一般と比べたら。。",{},{"id":115,"type":63,"data":116,"tunes":118},"CXTFWh4sjY",{"text":117,"align":66},"\u003Cb>南場：\u003C\u002Fb>そこの目線を上げたい。正直私もこの会社、素晴らしいと思っていますよ。なんと言っても時代を象徴するイノベーティブなプロダクトを次々と世の中に生み出してきています。\u003Cbr>",{},{"id":120,"type":63,"data":121,"tunes":123},"YiJF3HkwkR",{"text":122,"align":66},"あっという間にモバイルオークションの代表的なサービスになった「モバオク」、世界から注目された「Mobage」、ゲームの概念を変えた「怪盗ロワイヤル」、そして多くの人に新しい居場所を提案した「Pococha」、移動の常識を変えた「GO」も当社から生まれたサービスです。そしてプロスポーツビジネスにも少なからず新しい風を吹かせています。",{},{"id":125,"type":63,"data":126,"tunes":128},"7McjJKr0SD",{"text":127,"align":66},"横浜DeNAベイスターズ（以下、ベイスターズ）を取得するときは、とにかくやめておけ、絶対黒字化しないと全ての業界関係者にアドバイスを受けましたが、きっちり黒字化し、2024年は日本シリーズ優勝を果たし横浜の街に少しだけ恩返しをしました。そしてスタジアムの熱狂を街へ。今年（2026年）に街開きしたBASEGATE横浜関内は私たちが初めて取り組むスマートシティ事業の成果です。革新的な事業に絶え間なく挑戦し、きっちり仕事をする事業家集団なんです。そこは純粋に誇りです。でもここで満足せずに新しいDelightを生み出すスピードをさらに加速したい。",{},{"id":130,"type":80,"data":131,"tunes":133},"knrKfLaQrK",{"text":132,"level":38},"DeNAのいちばんの強みは何か",{},{"id":135,"type":63,"data":136,"tunes":138},"HB7S_IqjAS",{"text":137,"align":66},"\u003Cb>風早：\u003C\u002Fb>でもいろいろやりすぎている、何が本業か分からないとよく言われますね。資本市場でコングロマリットディスカウントを受けているとも。",{},{"id":140,"type":63,"data":141,"tunes":143},"DrP8Bb6pQ3",{"text":142,"align":66},"\u003Cb>南場：\u003C\u002Fb>そうです。本業は何か、その問いにも決着をつけようと思います。よく「選択と集中」をせよと一般論として言われますよね。でもどうでしょう。この会社のいちばんの強みはなんだと思いますか。",{},{"id":145,"type":63,"data":146,"tunes":148},"-OQ1f-qyNP",{"text":147,"align":66},"\u003Cb>風早：\u003C\u002Fb>人材ですね。",{},{"id":150,"type":63,"data":151,"tunes":153},"rv4HzbEEcv",{"text":152,"align":66},"\u003Cb>南場：\u003C\u002Fb>そう思います。組織に使われるのではなく、組織を使ってDelightを届けよう、この場、このステージで自分のダンスを踊ろうという主体性の強い人材と、仕事に真っ直ぐ向かう社風です。新しいものを生み出す可能性がこの独特な磁場のマグネットになっているのです。これを大切にするなら、私たちは\u003Cb>コア事業を一つに定めない選択を堂々と宣言するべき\u003C\u002Fb>です。次々と事業を作り出し、強く育てる、\u003Cb>いわば事業のファクトリーが我々の本業です\u003C\u002Fb>。",{},{"id":155,"type":80,"data":156,"tunes":158},"a_ntBAaubU",{"text":157,"level":38},"YCとの違いは、収益事業も持つこと",{},{"id":160,"type":63,"data":161,"tunes":163},"Mh3OWXQZar",{"text":162,"align":66},"\u003Cb>風早：\u003C\u002Fb>今回の全社改革はそれを際立たせるためでもありますね。",{},{"id":165,"type":63,"data":166,"tunes":168},"itF8IVkCYN",{"text":167,"align":66},"\u003Cb>南場：\u003C\u002Fb>はい、それを明確にするために、会社の機構を作り替えています。まず、新規事業にこれまでの数倍力を入れています。そのための体制も整えました。米国西海岸で活躍しているシリアルアントレプレナーのKiyoさんこと小林清剛さんにリーダーとなってもらい、0→1特化の会社も作りました（※）。スタートアップのVibesを重視し、高回転数でトライアルを開始しています。また、これまでもDelight Venturesを通して多数のスタートアップの接点を持っていましたが、DeNAとしての支援を拡大していきます。\u003Cbr>\u003Ci>※Kiyoさんへのインタビュー記事「連続起業家 Kiyo、DeNA参画の理由」は\u003Ca href=\"https:\u002F\u002Ffullswing.dena.com\u002Farchives\u002F100201\" target=\"_blank\">こちら\u003C\u002Fa> \u003C\u002Fi>",{},{"id":170,"type":63,"data":171,"tunes":173},"IVMRj7NE1f",{"text":172,"align":66},"\u003Cb>風早：\u003C\u002Fb>新規事業の加速やスタートアップ投資・支援の強化は目に見える変化として大きいですね。だいぶ盛り上がりを感じます。",{},{"id":175,"type":63,"data":176,"tunes":178},"vTsqkgL1xH",{"text":177,"align":66},"\u003Cb>南場：\u003C\u002Fb>はい、盛り上がっているだけでなく、シリコンバレーのアクセラのようにシステマティックなアプローチをとっています。例えば参入する市場の選び方、投資方法、撤退の基準など。これはKiyoさんの力が大きい。社内のメンバーが新規事業に挑戦しやすい制度も用意しました。総額数億円の報酬体系や、DeNAの外で起業する社員にUncappedで500万円の事業資金を提供するファーストチェック・プログラムなど。ここまで起業フレンドリーな制度は世界中調べましたが他にないレベルです。",{},{"id":180,"type":181,"data":182,"tunes":193},"bceLgEkNAt","ctf-asset-image",{"caption":183,"asset":184},"▲DeNA Startup Loop（DSL）の全体像。挑戦の機会の提供から、その成果への還元、そして再挑戦までを一つの循環としてつなぐ、DeNAの挑戦支援プログラム。詳しくは\u003Ca href=\"https:\u002F\u002Fdena.com\u002Fjp\u002Fnews\u002F5437\u002F\" target=\"_blank\">こちら\u003C\u002Fa>",{"id":185,"file":186},"hl2fh58O4Ojx2QuUy8dJX",{"url":187,"details":188,"fileName":192},"\u002F\u002Fimages.ctfassets.net\u002F7mrdlclm9xss\u002Fhl2fh58O4Ojx2QuUy8dJX\u002F162e67d7229254325cdc237718f9e810\u002Fpress_release_05_04.png",{"size":189,"image":190},1133375,{"width":52,"height":191},662,"press_release_05_04.png",{},{"id":195,"type":63,"data":196,"tunes":198},"LUKpKrrWDZ",{"text":197,"align":66},"\u003Cb>風早：\u003C\u002Fb>DeNAはY Combinator（YC）のようなアクセラになろうとしている？（※）\u003Cbr>\u003Ci>※Y Combinatorは、AirbnbやStripeなどを輩出した米国のアクセラレーター\u003C\u002Fi>",{},{"id":200,"type":63,"data":201,"tunes":203},"HzlzbbquuH",{"text":202,"align":66},"\u003Cb>南場：\u003C\u002Fb>そうですね、その面もあります。でもYCは事業を保持しないですよね。球団とかも持たないし。我々の構造はインキュベーション機能と、収益事業部門の両方を持つということです。そして\u003Cb>その2つのwingをつなぐことが重要です\u003C\u002Fb>。",{},{"id":205,"type":63,"data":206,"tunes":208},"-F9omc6tNp",{"text":207,"align":66},"これからは、社内の新規事業とファンドを通した出資先であるスタートアップから、DeNAのリソースで成長を加速できるプロジェクトを選び出し、それを堂々たる事業、構造的な強みを持った事業群へと育てていく道筋を立てます。この図で言えば、左から右へと流れるシステムを作っていくことになります。",{},{"id":210,"type":181,"data":211,"tunes":222},"OGfbFIoku6",{"caption":212,"asset":213},"▲DeNAの事業創造エコシステム。社内の新規事業と投資先スタートアップの中から有望なものを選び（Pick）、DeNAのリソースで成長させ（Growth）、十分に構造化された収益事業に育てる。上場や売却（Exit）による収益も、事業の営業利益と同じように成果として扱う。",{"id":214,"file":215},"59VAetUVWfS0ynwp73J92R",{"url":216,"details":217,"fileName":221},"\u002F\u002Fimages.ctfassets.net\u002F7mrdlclm9xss\u002F59VAetUVWfS0ynwp73J92R\u002Fe5a59e1b9cf30d4c0bd5f7341e9eff97\u002Fguru2-1.png",{"size":218,"image":219},410859,{"width":52,"height":220},708,"guru2-1.png",{},{"id":224,"type":80,"data":225,"tunes":227},"7XMJ-7cbk2",{"text":226,"level":38},"重点投資先を選び、柱となる事業に育てる",{},{"id":229,"type":63,"data":230,"tunes":232},"_66sbsZjpy",{"text":231,"align":66},"\u003Cb>風早：\u003C\u002Fb>なるほど、確かにDelight Venturesは7年前に立ち上げられましたが、DeNAとの結びつきはそう強くなかった。事業部門は投資先のスタートアップのことをほとんど知りません。そういった別々の動きをつないで行くわけですね。",{},{"id":234,"type":63,"data":235,"tunes":237},"V7G4rHQw6K",{"text":236,"align":66},"\u003Cb>南場：\u003C\u002Fb>その通りです。例えば、重点支援プロジェクトを選定するチームは住吉さん率いるグロース事業本部ですが、そのチームには各事業部門からの参画を得ることになりました。流れを滑らかにするための打ち手が着々と進んでいます（※）。\u003Cbr>\u003Ci>※住吉さんのサンフランシスコ出張に密着した動画は\u003C\u002Fi>\u003Ca href=\"https:\u002F\u002Fyoutu.be\u002FHaRGKXjkyxU\" target=\"_blank\">こちら\u003C\u002Fa>",{},{"id":239,"type":63,"data":240,"tunes":242},"g6i0Adn_d6",{"text":241,"align":66},"\u003Cb>風早：\u003C\u002Fb>そうなると、日本市場でもM＆AによるスタートアップのExitは今後もっと主流になっていくし、そこに貢献もできるわけですね。DeNAのリソースを使って成長するスタートアップがたくさん出てくると良いですね。でもそんなスタートアップの中には上場したい人が多いんじゃないですか？",{},{"id":244,"type":63,"data":245,"tunes":247},"ZkMgmxqkI-",{"text":246,"align":66},"\u003Cb>南場：\u003C\u002Fb>そこは起業家の意思を大切にするべきです。DeNAは志に資源を張っていく会社ですから。双方が、DeNAの中で強い事業になっていくことが面白いと感じたら中で事業本部に発展させれば良いし、そうでなければswing-by上場やあるいは当社はマイノリティ出資でバリューアップに貢献させていただく場合もあります。いろんな形の連携があります。また社内で生まれた新規事業でも、独立する場合もあります。私たちは事業をうみ、バリューアップし、その果実は営業利益だけでなく、株式の売却益として得ることもあります。\u003Cb>その両方を成果として同等に扱い、次の挑戦の原資としていく\u003C\u002Fb>ということです。",{},{"id":249,"type":63,"data":250,"tunes":252},"tGGoKFg-7o",{"text":251,"align":66},"\u003Cb>風早：\u003C\u002Fb>これまで社内の新規事業とスタートアップ投資は別物と捉えていたような気がするんですが、社内の新規事業もスタートアップと同じベロシティで挑戦すること、そして社内新規と投資先スタートアップ両方から、重点投資対象を見極めていくという点がとても面白いと思います。同様に扱うというところが開けているイメージを感じます。",{},{"id":254,"type":63,"data":255,"tunes":257},"eHTYEuxDoE",{"text":256,"align":66},"\u003Cb>南場：\u003C\u002Fb>そうです、その分、社内の新規事業も重点投資対象になるまでは庇護は受けない。",{},{"id":259,"type":63,"data":260,"tunes":262},"7Ofeu98LzD",{"text":261,"align":66},"\u003Cb>風早：\u003C\u002Fb>このメカニズムはどれくらいのペースで柱となるような事業を生み出していくんでしょうか。",{},{"id":264,"type":63,"data":265,"tunes":267},"diPB1oo7dy",{"text":266,"align":66},"\u003Cb>南場：\u003C\u002Fb>数ある社内外スタートアップから年に10から12のプロジェクトを重点投資対象とし、そのうち2つくらいが収益事業に育ち、2年にひとつくらい構造的に強い、柱と言える事業群をもつ「カンパニー」に育っていくイメージでいます。すでに動き始めているし、収益貢献も早めに実現すると思いますが、このダイナミズムが巡航速度に入り実際に2年にひとつくらいカンパニーを生み出すようになるには5、6年かかるでしょうね。そこまで待つことなく、収益や学び、知見、人材がそこからまた次の挑戦に還元されていきます。",{},{"id":269,"type":63,"data":270,"tunes":272},"bzMqO8pbrL",{"text":271,"align":66},"\u003Cb>風早：\u003C\u002Fb>その、資金や学びの循環、還元というのがエコシステムと呼ぶ所以ですね。強い大企業に当たる「カンパニー」があり、YCやPearのようなアクセラプログラムやスタートアップスタジオがあり、起業家がいて、そこに資金をつける役割もいて、まさに小さいシリコンバレーですね。",{},{"id":274,"type":63,"data":275,"tunes":277},"XYfZVbN6yA",{"text":276,"align":66},"\u003Cb>南場：\u003C\u002Fb>はい、まさにそこをイメージしています。エコシステムは小さくてもできます。こういった\u003Cb>生態系のようなメカニズムができることは変化に対する強さにもなります\u003C\u002Fb>。シリコンバレーはチップから始まり、インターネット、モバイル、SaaS、AIと技術や担い手が変わってもずっと生き生きと発展しています。",{},{"id":279,"type":63,"data":280,"tunes":282},"U-RUogdXFY",{"text":281,"align":66},"\u003Cb>風早：\u003C\u002Fb>だいぶイメージがはっきりしてきました。この構造は未来的だしユニークだし、なんと言ってもDeNAの強さに合致していて良いですね。僕も気に入りました。",{},{"id":284,"type":80,"data":285,"tunes":287},"ef1EJ_KZFt",{"text":286,"level":38},"稼ぐ力を、3つのレイヤーで強くする",{},{"id":289,"type":63,"data":290,"tunes":292},"Zis5oRYnu0",{"text":291,"align":66},"\u003Cb>風早：\u003C\u002Fb>一方現状の経営状況を見て、もう少し基礎的なところで感じている課題はありませんか？",{},{"id":294,"type":63,"data":295,"tunes":297},"m_UIhltYXQ",{"text":296,"align":66},"\u003Cb>南場：\u003C\u002Fb>まずは稼ぐ力。相当強化しないといけないですね。DeNAはさまざまな先駆的な取り組みをしているし、強みは人材だと常々言っています。でも全社として労働生産性も収益率も低いですよ。世界の中でも低い日本の上場企業の中でも低い。打ち手ですか？具体的なことはここでは言わないけれど、3つのレイヤーで抜本的に強化する必要があります。",{},{"id":299,"type":63,"data":300,"tunes":302},"7ZGnHznJOR",{"text":301,"align":66},"①各事業部レベルで売り上げと構造的強さをとことん追求すること。ついで、②事業をまたがり、DeNA全体として事業間のシナジーを構築すること。最後に③一人一人のマインドです。",{},{"id":304,"type":63,"data":305,"tunes":307},"I_y-DrSQDB",{"text":306,"align":66},"\u003Cb>エスタブリッシュメント化には徹底的に抗うべき\u003C\u002Fb>です。社内の議論が、共通費の配賦や、賞与倍率に向くのではなく、パイを大きくするために（他の人や部門でなく）自分が何をすべきか、全員がそればっかり考えているようでないとこの規模の会社はそんなに簡単に変わりません。",{},{"id":309,"type":63,"data":310,"tunes":312},"hEJdVM7q-o",{"text":311,"align":66},"\u003Cb>風早：\u003C\u002Fb>怒られているような気持ちになってきました（笑）。",{},{"id":314,"type":63,"data":315,"tunes":317},"lExweFoNqL",{"text":316,"align":66},"\u003Cb>南場：\u003C\u002Fb>そうかもしれないですよ（笑）。私は社員をお客様扱いしたくないので、言うべきことは言っていこうと思います。でも経営レベルでやるべきことも多いですよね。①は各事業部にリードしてもらうことだけれども、②、③はトップがリードすべき仕事ですね。",{},{"id":319,"type":63,"data":320,"tunes":322},"ih_8biIAAT",{"text":321,"align":66},"\u003Cb>風早：\u003C\u002Fb>7月から事業本部化もして改めて注力している\u003Ca href=\"https:\u002F\u002Fsupport.accounts.dena.com\u002Fhc\u002Fja\u002Farticles\u002F38865347129369-%E3%82%B5%E3%83%BC%E3%83%93%E3%82%B9%E3%81%AB%E3%81%A4%E3%81%84%E3%81%A6\" target=\"_blank\">DeNAアカウント\u003C\u002Fa>の取り組みは②の全社の事業シナジー構築の一環ですか。",{},{"id":324,"type":63,"data":325,"tunes":327},"WWthcBpYwH",{"text":326,"align":66},"\u003Cb>南場：\u003C\u002Fb>まさにそうです。これまで事業はそれぞれ自主的に、縦割りで頑張ってきましたが、そろそろつなぎましょう。顧客アカウントの共通化はその一歩ですね。",{},{"id":329,"type":63,"data":330,"tunes":332},"KXVZR3LCmx",{"text":331,"align":66},"\u003Cb>風早：\u003C\u002Fb>短期的な収益力の向上には、スタートアップ以外の一定成熟した企業のM＆Aも活用していく方針と聞きました。",{},{"id":334,"type":63,"data":335,"tunes":337},"UhyVNYF38U",{"text":336,"align":66},"\u003Cb>南場：\u003C\u002Fb>はい、事業創造エコシステムが実際に収益事業をどんどん生み出すサイクルに入るには数年かかるのでその間には特に必要ですが、その期間に限らず、常にインオーガニックなM＆Aは打ち手として戦略的に活用するべきと考えています。",{},{"id":339,"type":63,"data":340,"tunes":342},"CMoKvrQUx_",{"text":341,"align":66},"\u003Cb>風早：\u003C\u002Fb>考えてみればベイスターズやIRIAMなど、DeNAはM＆Aで会社の骨格の大事な部分を作ってきていますね。これからどんな会社が参加してくれるか、楽しみです。",{},{"id":344,"type":345,"data":346,"tunes":347},"KX9qg4Mlii","delimiter",{},{},{"id":349,"type":63,"data":350,"tunes":352},"f9DzAmbWZ_",{"text":351,"align":66},"次回は、急ピッチで進むAIネイティブな組織づくりについて聞きます。",{},{"id":354,"type":63,"data":355,"tunes":357},"Jk74jIC2b1",{"text":356,"align":66},"社長復帰を決めた理由や、「3年でやり切る」という改革への思いは、YouTube「\u003Ca href=\"https:\u002F\u002Fwww.youtube.com\u002F@DeNA-Business\" target=\"_blank\">事業家のDNA〜withスタートアップ〜\u003C\u002Fa>」でも語っています。",{},{"id":359,"type":360,"data":361,"tunes":367},"oBzrK-ozAN","embed",{"service":362,"source":363,"embed":364,"width":365,"height":366,"caption":7},"youtube","https:\u002F\u002Fyoutu.be\u002FbZS6d_fc_44","https:\u002F\u002Fwww.youtube.com\u002Fembed\u002FbZS6d_fc_44",580,320,{},{"id":369,"type":63,"data":370,"tunes":372},"Ix1d6qz5Zj",{"text":371,"align":66},"※本記事掲載の情報は、公開日時点のものです。",{"wrapped":373},{"types":374},[375],"note","2.31.6","南場さんが15年ぶりに社長に戻って約4ヶ月。社内では、改革が「音を立てて」進んでいます。南場さんはいま、何を目指しているのか。対話形式で聞いていく新連載「南場さん、ちょっとお時間いいですか？」を始めます。\n\n聞き手は、コーポレートコミュニケーションを担う風早さん。初回は、なぜ戻ってきたのか、DeNAの「本業」とは何か、そして挑戦する人を支援し、その成果を次の挑戦へ還元する「事業創造エコシステム」について聞きます。\n\n※本記事は、社内向けに発信した内容を対話形式で再構成したものです。\n\n誇れる会社。それでも目線を上げたい\n\n風早 亮（以下、風早）：南場さんが15年ぶりに社長に戻ってきてすでに4ヶ月が経ちました。この間、ものすごい勢いで改革が進み会社が大きく変わろうとしていることを肌で感じています。僕自身も改革の渦の中にいますが、ここで一度立ち止まって、南場さんが目指すものをしっかり聞いておきたいと思ってこの企画をお願いしました。今日はよろしくお願いします。\n\n改めて伺いますが、南場さんの社長復帰は南場さんの意思なんですか？\n\n南場 智子（以下、南場）：今回の交代は私の意思が出発点です。端的にいうと、再度成長のモメンタムを取り戻すため、永久ベンチャーを取り戻すために戻ってきました。実態はもちろん、社会からの認知もすっかり変えるには、音を立てて変わる必要があります。\n\n風早：そういえば永久ベンチャーという言葉、自分たちでもしばらく言わなくなっていたかもしれません。「永久ベンチャー」ってなんですか？\n\n南場：昨日生まれたばかりのスタートアップと比べても引けを取らないような「挑戦魂」「ベロシティ」そして「想いの強さ」を持つ集団という意味で使っています。私たちにとっていちばん大事なアイデンティティです。よくエスタブリッシュになったら終わりだって言っていますが、守りに入ったらDeNAじゃない、そういう会社かどうか、そして、そういう会社と思われているかも大事です。\n\n風早：だから静かに変わるのではなく、「音を立てて変わる」必要があるわけですね。でもDeNAってそんなに生ぬるい会社ですか？僕たちこれまでも一生懸命仕事してきています。確かにスタートアップに負けないくらい組織の隅々まで攻めているかっていうとそうだと言えない部分もあるかもしれませんが、世間一般と比べたら。。\n\n南場：そこの目線を上げたい。正直私もこの会社、素晴らしいと思っていますよ。なんと言っても時代を象徴するイノベーティブなプロダクトを次々と世の中に生み出してきています。\n\nあっという間にモバイルオークションの代表的なサービスになった「モバオク」、世界から注目された「Mobage」、ゲームの概念を変えた「怪盗ロワイヤル」、そして多くの人に新しい居場所を提案した「Pococha」、移動の常識を変えた「GO」も当社から生まれたサービスです。そしてプロスポーツビジネスにも少なからず新しい風を吹かせています。\n\n横浜DeNAベイスターズ（以下、ベイスターズ）を取得するときは、とにかくやめておけ、絶対黒字化しないと全ての業界関係者にアドバイスを受けましたが、きっちり黒字化し、2024年は日本シリーズ優勝を果たし横浜の街に少しだけ恩返しをしました。そしてスタジアムの熱狂を街へ。今年（2026年）に街開きしたBASEGATE横浜関内は私たちが初めて取り組むスマートシティ事業の成果です。革新的な事業に絶え間なく挑戦し、きっちり仕事をする事業家集団なんです。そこは純粋に誇りです。でもここで満足せずに新しいDelightを生み出すスピードをさらに加速したい。\n\nDeNAのいちばんの強みは何か\n\n風早：でもいろいろやりすぎている、何が本業か分からないとよく言われますね。資本市場でコングロマリットディスカウントを受けているとも。\n\n南場：そうです。本業は何か、その問いにも決着をつけようと思います。よく「選択と集中」をせよと一般論として言われますよね。でもどうでしょう。この会社のいちばんの強みはなんだと思いますか。\n\n風早：人材ですね。\n\n南場：そう思います。組織に使われるのではなく、組織を使ってDelightを届けよう、この場、このステージで自分のダンスを踊ろうという主体性の強い人材と、仕事に真っ直ぐ向かう社風です。新しいものを生み出す可能性がこの独特な磁場のマグネットになっているのです。これを大切にするなら、私たちはコア事業を一つに定めない選択を堂々と宣言するべきです。次々と事業を作り出し、強く育てる、いわば事業のファクトリーが我々の本業です。\n\nYCとの違いは、収益事業も持つこと\n\n風早：今回の全社改革はそれを際立たせるためでもありますね。\n\n南場：はい、それを明確にするために、会社の機構を作り替えています。まず、新規事業にこれまでの数倍力を入れています。そのための体制も整えました。米国西海岸で活躍しているシリアルアントレプレナーのKiyoさんこと小林清剛さんにリーダーとなってもらい、0→1特化の会社も作りました（※）。スタートアップのVibesを重視し、高回転数でトライアルを開始しています。また、これまでもDelight Venturesを通して多数のスタートアップの接点を持っていましたが、DeNAとしての支援を拡大していきます。※Kiyoさんへのインタビュー記事「連続起業家 Kiyo、DeNA参画の理由」はこちら \n\n風早：新規事業の加速やスタートアップ投資・支援の強化は目に見える変化として大きいですね。だいぶ盛り上がりを感じます。\n\n南場：はい、盛り上がっているだけでなく、シリコンバレーのアクセラのようにシステマティックなアプローチをとっています。例えば参入する市場の選び方、投資方法、撤退の基準など。これはKiyoさんの力が大きい。社内のメンバーが新規事業に挑戦しやすい制度も用意しました。総額数億円の報酬体系や、DeNAの外で起業する社員にUncappedで500万円の事業資金を提供するファーストチェック・プログラムなど。ここまで起業フレンドリーな制度は世界中調べましたが他にないレベルです。\n\n▲DeNA Startup Loop（DSL）の全体像。挑戦の機会の提供から、その成果への還元、そして再挑戦までを一つの循環としてつなぐ、DeNAの挑戦支援プログラム。詳しくはこちら\n\n風早：DeNAはY Combinator（YC）のようなアクセラになろうとしている？（※）※Y Combinatorは、AirbnbやStripeなどを輩出した米国のアクセラレーター\n\n南場：そうですね、その面もあります。でもYCは事業を保持しないですよね。球団とかも持たないし。我々の構造はインキュベーション機能と、収益事業部門の両方を持つということです。そしてその2つのwingをつなぐことが重要です。\n\nこれからは、社内の新規事業とファンドを通した出資先であるスタートアップから、DeNAのリソースで成長を加速できるプロジェクトを選び出し、それを堂々たる事業、構造的な強みを持った事業群へと育てていく道筋を立てます。この図で言えば、左から右へと流れるシステムを作っていくことになります。\n\n▲DeNAの事業創造エコシステム。社内の新規事業と投資先スタートアップの中から有望なものを選び（Pick）、DeNAのリソースで成長させ（Growth）、十分に構造化された収益事業に育てる。上場や売却（Exit）による収益も、事業の営業利益と同じように成果として扱う。\n\n重点投資先を選び、柱となる事業に育てる\n\n風早：なるほど、確かにDelight Venturesは7年前に立ち上げられましたが、DeNAとの結びつきはそう強くなかった。事業部門は投資先のスタートアップのことをほとんど知りません。そういった別々の動きをつないで行くわけですね。\n\n南場：その通りです。例えば、重点支援プロジェクトを選定するチームは住吉さん率いるグロース事業本部ですが、そのチームには各事業部門からの参画を得ることになりました。流れを滑らかにするための打ち手が着々と進んでいます（※）。※住吉さんのサンフランシスコ出張に密着した動画はこちら\n\n風早：そうなると、日本市場でもM＆AによるスタートアップのExitは今後もっと主流になっていくし、そこに貢献もできるわけですね。DeNAのリソースを使って成長するスタートアップがたくさん出てくると良いですね。でもそんなスタートアップの中には上場したい人が多いんじゃないですか？\n\n南場：そこは起業家の意思を大切にするべきです。DeNAは志に資源を張っていく会社ですから。双方が、DeNAの中で強い事業になっていくことが面白いと感じたら中で事業本部に発展させれば良いし、そうでなければswing-by上場やあるいは当社はマイノリティ出資でバリューアップに貢献させていただく場合もあります。いろんな形の連携があります。また社内で生まれた新規事業でも、独立する場合もあります。私たちは事業をうみ、バリューアップし、その果実は営業利益だけでなく、株式の売却益として得ることもあります。その両方を成果として同等に扱い、次の挑戦の原資としていくということです。\n\n風早：これまで社内の新規事業とスタートアップ投資は別物と捉えていたような気がするんですが、社内の新規事業もスタートアップと同じベロシティで挑戦すること、そして社内新規と投資先スタートアップ両方から、重点投資対象を見極めていくという点がとても面白いと思います。同様に扱うというところが開けているイメージを感じます。\n\n南場：そうです、その分、社内の新規事業も重点投資対象になるまでは庇護は受けない。\n\n風早：このメカニズムはどれくらいのペースで柱となるような事業を生み出していくんでしょうか。\n\n南場：数ある社内外スタートアップから年に10から12のプロジェクトを重点投資対象とし、そのうち2つくらいが収益事業に育ち、2年にひとつくらい構造的に強い、柱と言える事業群をもつ「カンパニー」に育っていくイメージでいます。すでに動き始めているし、収益貢献も早めに実現すると思いますが、このダイナミズムが巡航速度に入り実際に2年にひとつくらいカンパニーを生み出すようになるには5、6年かかるでしょうね。そこまで待つことなく、収益や学び、知見、人材がそこからまた次の挑戦に還元されていきます。\n\n風早：その、資金や学びの循環、還元というのがエコシステムと呼ぶ所以ですね。強い大企業に当たる「カンパニー」があり、YCやPearのようなアクセラプログラムやスタートアップスタジオがあり、起業家がいて、そこに資金をつける役割もいて、まさに小さいシリコンバレーですね。\n\n南場：はい、まさにそこをイメージしています。エコシステムは小さくてもできます。こういった生態系のようなメカニズムができることは変化に対する強さにもなります。シリコンバレーはチップから始まり、インターネット、モバイル、SaaS、AIと技術や担い手が変わってもずっと生き生きと発展しています。\n\n風早：だいぶイメージがはっきりしてきました。この構造は未来的だしユニークだし、なんと言ってもDeNAの強さに合致していて良いですね。僕も気に入りました。\n\n稼ぐ力を、3つのレイヤーで強くする\n\n風早：一方現状の経営状況を見て、もう少し基礎的なところで感じている課題はありませんか？\n\n南場：まずは稼ぐ力。相当強化しないといけないですね。DeNAはさまざまな先駆的な取り組みをしているし、強みは人材だと常々言っています。でも全社として労働生産性も収益率も低いですよ。世界の中でも低い日本の上場企業の中でも低い。打ち手ですか？具体的なことはここでは言わないけれど、3つのレイヤーで抜本的に強化する必要があります。\n\n①各事業部レベルで売り上げと構造的強さをとことん追求すること。ついで、②事業をまたがり、DeNA全体として事業間のシナジーを構築すること。最後に③一人一人のマインドです。\n\nエスタブリッシュメント化には徹底的に抗うべきです。社内の議論が、共通費の配賦や、賞与倍率に向くのではなく、パイを大きくするために（他の人や部門でなく）自分が何をすべきか、全員がそればっかり考えているようでないとこの規模の会社はそんなに簡単に変わりません。\n\n風早：怒られているような気持ちになってきました（笑）。\n\n南場：そうかもしれないですよ（笑）。私は社員をお客様扱いしたくないので、言うべきことは言っていこうと思います。でも経営レベルでやるべきことも多いですよね。①は各事業部にリードしてもらうことだけれども、②、③はトップがリードすべき仕事ですね。\n\n風早：7月から事業本部化もして改めて注力しているDeNAアカウントの取り組みは②の全社の事業シナジー構築の一環ですか。\n\n南場：まさにそうです。これまで事業はそれぞれ自主的に、縦割りで頑張ってきましたが、そろそろつなぎましょう。顧客アカウントの共通化はその一歩ですね。\n\n風早：短期的な収益力の向上には、スタートアップ以外の一定成熟した企業のM＆Aも活用していく方針と聞きました。\n\n南場：はい、事業創造エコシステムが実際に収益事業をどんどん生み出すサイクルに入るには数年かかるのでその間には特に必要ですが、その期間に限らず、常にインオーガニックなM＆Aは打ち手として戦略的に活用するべきと考えています。\n\n風早：考えてみればベイスターズやIRIAMなど、DeNAはM＆Aで会社の骨格の大事な部分を作ってきていますね。これからどんな会社が参加してくれるか、楽しみです。\n\n次回は、急ピッチで進むAIネイティブな組織づくりについて聞きます。\n\n社長復帰を決めた理由や、「3年でやり切る」という改革への思いは、YouTube「事業家のDNA〜withスタートアップ〜」でも語っています。\n\n※本記事掲載の情報は、公開日時点のものです。","2026-10-30T13:59:35+09:00",{"year":380,"month":381,"date":382,"hour":15,"minute":15},2026,10,30,[14,18],"518FUFBMMP0WtDh4ywPJO",{"prev":386,"next":66},{"url":387,"title":388,"publishAt":389,"tags":390,"category":424,"eyeCatchImage":436,"showToc":57,"updatedAt":440,"publishAtDetail":441,"tagsBySlugs":443,"sortedIndex":38,"sysId":444},100209,"学生起業からDeNAへ、大企業から起業へ。逆向きに歩いた二人の「組み方」の話","2026-10-23T00:00",[391,395,398,402,406,410,415,420],{"name":392,"slug":393,"numberOfArticles":15,"sysId":394},"〇〇×AI","〇〇×ai","6lKNv9Pk3UCffS9xQQ7Kt4",{"name":396,"slug":396,"numberOfArticles":19,"sysId":397},"エンタメ","GxCTAC8I74DZHj8K9DTB5",{"name":399,"bgColor":400,"slug":399,"numberOfArticles":38,"sysId":401},"ライブコミュニティ","#C60449","EEq1lgFAbfbGiXJ0Ez82B",{"name":403,"slug":403,"numberOfArticles":404,"sysId":405},"デライト・ベンチャーズ",3,"5lszlPFGwShHh8K19oEAuP",{"name":407,"slug":407,"numberOfArticles":408,"sysId":409},"起業・キャリア",4,"5QDEqesiz666MvLenOUfU6",{"name":411,"slug":412,"numberOfArticles":413,"sysId":414},"AI","ai",5,"6f67af86257489b5b116",{"name":416,"slug":417,"numberOfArticles":418,"sysId":419},"Pococha","pococha",6,"64a7de0a1ca814d3027c",{"name":421,"slug":421,"numberOfArticles":422,"sysId":423},"スタートアップ",7,"7CT4u2Rjgup3RoJHWcnYBc",{"metadata":425,"sys":428,"fields":435},{"tags":426,"concepts":427},[],[],{"space":429,"id":31,"type":32,"createdAt":33,"updatedAt":33,"environment":431,"publishedVersion":38,"revision":19,"contentType":433,"locale":43},{"sys":430},{"type":28,"linkType":29,"id":30},{"sys":432},{"id":36,"type":28,"linkType":37},{"sys":434},{"type":28,"linkType":41,"id":42},{"categoryName":45},{"url":437,"image":438},"\u002F\u002Fimages.ctfassets.net\u002F7mrdlclm9xss\u002F1kgkYwiRotj0lTBxPXvL2E\u002Fb7ee4cfca66f09894b4d8e81c450b80f\u002F260803_FS_233.jpg",{"width":52,"height":439},841,"2026-10-23T11:56:16+09:00",{"year":380,"month":381,"date":442,"hour":15,"minute":15},23,[393,396,399,403,407,412,417,421],"7jp7KpMW4sTdoIuvvMDW8K",[446,465,498,527,564,594,631,660,689,725,755,782,813,841,873],{"url":447,"title":448,"publishAt":449,"tags":450,"eyeCatchImage":455,"updatedAt":458,"publishAtDetail":459,"tagsBySlugs":462,"sortedIndex":463,"showToc":57,"sysId":464,"commonTagsCount":19},100199,"「人が組織を使う時代です」DeNA南場智子が四半世紀やり残した宿題――IVS2026スピーチより","2026-07-24T21:00",[451,452],{"name":18,"slug":18,"numberO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