For people who work in the automotive industry, the in-car space is an important workplace. At Panasonic Automotive Systems, we take on the complex challenges that arise where “mobility” and “work” intersect in the business field. Centered on a team of Human-Centered Design (HCD) specialists, we identify the needs of companies and their employees to create a more efficient and comfortable experience of “Joy in Motion.” This time, we asked three colleagues who have helped design services for business operators from a user’s perspective to share the stories behind the scenes.
Observing the field
and uncovering potential challenges
To start, could you tell us about your roles?
Odawara
I’m Odawara, a product manager in the New Business Development Office. We are a team that, separate from our main OEM business, creates new services and products to bring to the market. In my role overseeing system development, I determine which functions should be prioritized and how the development process should proceed.
Iino
I’m Iino, and I’m responsible for UX design. First, I observe the workplace of users and analyze the challenges that emerge. Based on these insights, I create prototypes to visualize potential solutions. Through this process, my role is to design the experience of people who work in cars.
Nakamura
I’m Nakamura, and I’m responsible for marketing. Based on the challenges and needs gathered through customer meetings and interviews, I analyze data to determine what value we can provide and how best to communicate it. Working with the development team, I help plan and improve new features, aiming to address user issues while enhancing the customer experience.
How do you identify “issues” that even users themselves may not be aware of?
Odawara
To begin with, the “experiential value” we aim to provide differs between consumers and business users. For consumers, the emphasis is on “excitement” or “enjoyment,” whereas for business users, the focus is on “efficiency” and “minimizing drawbacks.”
Iino
In practice, we often go to the field to uncover issues. In interviews with business operators, we frequently hear vague concerns at first, such as “I want to reduce overtime.” When we dig deeper, we find specifics, for example, simply arranging the delivery orders based on the addresses on slips can take nearly two hours. During “ride-along surveys” in cars used for actual work, I rode in the passenger seat, careful not to interfere with their tasks. There, I observed that newcomers, unsure of installation locations, would have to get out of the car, run to the site to check, and then return to transport the items, causing redundant work. Small tasks like these were piling up, creating major inefficiencies. We also build rapport through casual conversation, sometimes picking up hints from drivers’ “mutterings.” The moment a driver quietly mutters something while operating the navigation system, I immediately think, “That’s the issue!” and make a mental note. Through this process, we break down the problems, whether it’s why certain tasks take so long or how some issues depend too heavily on specific individuals, and work on resolving them.
Nakamura
As a marketing representative, I sometimes exhibit our services at trade shows and explain them to visitors. Regarding a particular feature, one person might say, “It’s convenient,” while another says, “It’s unnecessary,” expressing completely opposite opinions. When I record these comments and review them later, unexpected commonalities often emerge. It usually turns out that people have different “standards of inconvenience,” but the underlying issue is the same.
How does the actual development process proceed?
Odawara
First, we develop a persona, map out a customer journey, and organize concrete use cases. Based on that, we have users test a prototype, then introduce a beta version and verify it in actual business operations. By repeating cycles of improvement, we eventually bring it to release. It’s like going back and forth between prototyping and refinement, gradually increasing the level of precision.
Iino
Simply listening isn’t enough to build trust. We say, “This is what we have in mind,” show a tangible form—a prototype—and ask for feedback, which we then incorporate into further development. The first prototype can be as simple as a screen change when a button is pressed. What matters most is sharing the concept and observing the users’ reactions.
What defines Panasonic Automotive Systems’
unique
identity in service design?
Throughout the development process, where do you see your company’s distinct identity expressed?
Odawara
What we value most is how many companies and people we can help by solving their challenges. Since we work with automobiles, a vital part of transportation and logistics infrastructure, we aim to ensure that the “value” we provide contributes to making the world a better place.
Nakamura
Even while addressing challenges that affect many people, our approach is to value N=1 —that is, to treat each individual case with care. We usually determine the industries in which we provide services based on preliminary market research, but we adjust our approach as needed by assessing the challenges both at the N=1 site and across the broader market. What truly defines Panasonic Automotive Systems, perhaps, is our ability to go beyond promotion and engage in service design, collaborating with development teams to create products of genuine value.
Iino
In terms of organizational structure, our department brings together team members with a wide range of expertise, from sales and marketing to design, data analysis, and development. Another key feature of our team is that, while each team member manages their own assigned products, we collaborate across the team to move projects forward.
Odawara
Unlike other departments in our company, the New Business Promotion Office prioritizes speed, focusing on moving development cycles as quickly as possible. While incorporating so-called agile development *¹, we are also working to acquire the speed needed to adapt to the upcoming SDV *² era, ahead of other departments in the company.
- *1 Agile development：A software development approach that progresses iteratively in small units for each function. It is highly flexible and can respond effectively to specification changes.
- *2 SDV：Abbreviation for Software Defined Vehicle, referring to a car whose functions are defined or updated via software.
Iino
That’s where we differ from our core OEM business. When working with car parts, safety and reliability are non-negotiable. Naturally, the development methodology is waterfall-based *³.
- *3 Waterfall model: In contrast to agile development, this method proceeds sequentially, with detailed design finalized from the outset before development begins.
Odawara
There are also differences compared to startup companies. Our methodology is firmly rooted in a focus on safety and quality. We’re not just fast, we understand the key points needed to maintain quality. By leveraging our accumulated in-house expertise, we take pride in delivering products that are both fast and high-quality.
Nurturing “Joy in Motion” together with the field
because these are long-term solutions,
we tackle challenges together.
How did users respond after each product was introduced?
Odawara
When we introduced “Gorillada PRO,” a business-use car navigation app designed for operational efficiency, to an electric power company, I remember handing them a tablet with the app installed. They said, “This is exactly what we needed,” and happily began using it. It was likely because we were able to provide a navigation system tailored to their operations.
Iino
At first, I was concerned because some users aren’t familiar with IT tools. But it was gratifying to see them actually use the working app we brought in and hear them say, “This looks like something we could use.”
What activities will be necessary going forward to ensure that customers continue using your products over the long term?
Iino
To ensure long-term use, it’s essential to include steps that engage users’ emotions and habits. By balancing new value propositions with maintaining existing features, we build trust gradually. The more carefully this is done, the more efficient the process becomes, ultimately allowing us to contribute meaningfully to the business.
Odawara
You can’t create a perfect product from the outset. By working with the field and continuously making improvements together, we nurture our products. Sharing this approach is key to ensuring long-term use.
Nakamura
Communicating value is just as important as the product itself. It is especially crucial to convey that value in ways tailored to all levels, including corporate management, experienced staff, and newcomers. As a sales and marketing professional, I focus on creating customer touchpoints and ensuring our offerings resonate with them. I will continue working to make sure the efforts of our development team are communicated effectively.
※ The content of the article is at the time of publication.
Yoshimasa Odawara
Joined the company in 2022 and has been involved in developing the navigation app business in the New Business Development Office. Currently serves as the product manager for the commercial car navigation app “Gorillada PRO” aiming to make on-site travel more comfortable and efficient.
What brings him comfort?
When enjoying a delicious meal. 
Mai Iino
Joined the company in 2016 and has been engaged in sales to European and American car manufacturers with a presence in Japan, as well as promoting new products, within the Sales Headquarters’ direct division. Currently responsible for UX design for a service that supports the efficiency of delivery operations. Aims not only to solve visible problems but also to create experiences that truly resonate with users.
What brings her comfort?
When taking a warm bath. 
Hidefumi Nakamura
Joined the company in 2025 and has been involved in marketing for the service business in the New Business Development Office. Currently responsible for marketing the commercial car navigation app “Gorillada PRO.” Aims to contribute to a society where travel is effortless, allowing people to focus on their work and experiences.
What brings him comfort?
When spending time drinking and chatting with friends.