When carrying out any R&D activity of Types I, II or III, it is essential to present the research methods clearly, according to each of the types, in respect of theme setup, team organization, research methodology, the form of research outcome, and so on. Unit leaders are expected to guide their teams so that research activities are conducted effectively in accordance with their type categories. Classification based on a passing idea is meaningless.

Pursuit of Type II research requires a full understanding of social needs and how to adequately meet those needs. However, AIST's presentation fails to show a grasp of social needs. The setup of Type II themes, team organization, research duration and funding cannot be decided effectively without establishing a method of needs assessment.

While it is important to pursue efforts resulting in the replacement of outmoded organizations and schemes with innovative ones, it is of equal significance to assess how R&D activity is affected by the reorganization, whether or not it is revitalized, and what results are achieved. It is also important to listen to live statements from researchers working under the new organization and scheme, and to build up a mechanism of positive feedback: enhancing researchers' morale produces an increased number of new achievements, which, in turn, further boosts morale.

Even if research activities in each of the newly created units are making appreciable advances, it is important to address comprehensive works more appropriate to Type II research and deserving of AIST's mission, through collaboration and joint efforts among different research units. It may be necessary to introduce a mobile and flexible system promoting cooperation among various units, which may facilitate the discovery of novel themes through interdisciplinary discussion between researchers belonging to related units of similar category, and the formation of collaborative research teams on new subjects requested from outside.

With its powerful capability, AIST should take the initiative of creating a field of positive collaboration with research groups dedicated to similar and related areas, not only in industry, but also in universities and other governmental agencies. These efforts will have great significance in view of implementing the national science and technology policies.

Accordingly, although the initiation of carefully planned measures for linking AIST's achievements to industry may be appreciated (such as founding of the AIST Innovation Center for Start-ups and intensive assistance for starting up venture businesses), this is an auxiliary part of AIST's activities, and hence, only to be funded in an overall context.

It is of vital importance to provide a platform where board members can learn of problems which have eluded the AIST management and indicate remedial measures to the latter. For this to occur, a few subgroups of board members should tour individual research units and conduct interviews not only with team leaders, but also with junior researchers and technical staff. It would also be helpful to have private discussions between the board members and those who are engaged in the evaluation of research units. The nature of the Advisory Board Meeting must be changed immediately.