Design is emerging as a crucial survival skill for modern governance, according to Takashi Asanuma, a founding member of Japan’s Digital Agency. This perspective was shaped not in the confines of a tech lab but amid the societal upheaval caused by the Covid-19 pandemic.
In a recent interview with GovInsider, Asanuma reflected on the confusion that gripped society during the early stages of the pandemic, which highlighted the urgent need for user-centric design in public services. “In a time of genuine crisis, I saw firsthand how outdated public systems and services lacking in user empathy directly and adversely affect the lives and safety of citizens, especially those in the most vulnerable positions,” he stated.
The stark differences in pandemic responses between Japan and its peers were striking. While countries like the UK prioritized user needs in their digital services, Denmark focused on inclusive design to foster public trust. Taiwan adopted an agile approach, collaborating with civic tech groups to co-create solutions. In contrast, Japan’s legacy systems struggled to keep pace with these innovations.
This crisis became a pivotal moment in Asanuma’s career. Initially serving as the agency’s Chief Design Officer, he later ascended to the role of Vice Minister for Digital Transformation and now serves as a Consultant to the Minister for Digital Transformation. Since its inception five years ago, the agency has concentrated on foundational elements of a digital government, including scaling national digital ID, migrating to the government cloud, and deploying a secure GPT tool for civil servants.
As Japan aspires to become an artificial intelligence (AI)-first government, Asanuma emphasizes that the technology itself is not the end goal. “An AI-first government isn’t about adding AI on top of existing, dysfunctional systems and services,” he explained. Instead, he advocates for a holistic redesign of legacy systems to ensure AI serves the public effectively.
While AI excels in processing significant volumes of data, Asanuma notes that the quality of outcomes can only be improved through a human-centered design approach. His experience in the private sector taught him that improving user experience requires going beyond surface-level changes to reengineer the very operating systems that underpin society.
In the context of government technology, this means transitioning from sporadic AI trials to establishing a shared AI infrastructure across government agencies. The agency’s AI policy aims to create a secure environment with governance mechanisms that support civil servants in utilizing AI effectively. This involves developing common applications, data management, and specialized operational services.
Asanuma elaborated on the agency’s approach, underscoring the importance of starting small with manageable application tests tailored to administrative work. This includes features designed to improve efficiency for government employees, such as organizing public comments and searching parliamentary responses. For him, the success of technology is less about the initial launch and more about adapting underlying processes to ensure sustainable implementation.
“Issues in administrative experience often arise not from what appears on the screen, but from the underlying institutional frameworks, operations, and systems that shape it,” he observed. These systemic challenges often manifest as fragmented data foundations, siloed organizational structures, and outdated legal frameworks.
Asanuma believes that while technology can facilitate transformation, the quality of outcomes hinges on adopting a user-centered perspective. Tasked with implementing “human-friendly digitalization that ensures no one is left behind,” the agency has initiated several projects, including reviewing major services and recruiting specialized personnel.
A notable example of this design approach is the implementation of Mynaportal, the government’s online service platform. This project was rolled out in phases, initially offering a Beta version that allowed users to switch between the new and old interfaces. The official version has since launched, incorporating continuous improvements based on user feedback.
Asanuma advocates for starting with the user’s perspective when considering AI implementation. By understanding the requests, expectations, and potential anxieties of citizens, AI can help the government become a “familiar and accessible presence” that tailors services to individual needs. Building public trust is also paramount, which the agency promotes through annual reports detailing citizens’ usage and satisfaction with digital services.
The agency is applying the same iterative approach to AI governance. “It is essential to simultaneously develop advanced risk management mechanisms, such as rules for procurement and utilization,” he explained, emphasizing the importance of building a track record step by step.
Asanuma also highlighted the necessity of enabling cultural change among bureaucrats. Civil servants with multidisciplinary expertise are crucial for driving an AI-driven administration, where policy, legislation, operations, data, and systems operate interdependently. The agency has been fostering collaboration between technical teams and administrative personnel to cultivate this skill set.
Asanuma concluded by reflecting on the importance of experimentation within the public sector. “The question isn’t whether the government should experiment, but how it can do so without breaking public trust,” he argued. By creating “safe learning environments,” the public sector can turn risks into controlled opportunities for innovation.
In a world increasingly shaped by technology, Asanuma’s vision highlights the ethical imperative that accompanies the integration of design and AI in governance. He stresses that good design transcends usability; it involves creating a trustworthy and inclusive system that empowers every citizen to engage in solving collective challenges.
