The future is something you believe in and create. Hidetoshi Kudo, CTO of Mikuni, speaks on the power of technology and people.

A gentle gaze behind white-rimmed glasses. Hidetoshi Kudo, who was involved in numerous development projects at Mazda, now envisions the future of mobility as Mikuni’s CTO. Contrary to our image of engineers as cool and dry, his manner of speaking is surprisingly gentle, given his background. What is the essence of technology and people that can be cultivated through collaborations, based on experience across various areas of the value chain, in addition to research and development? I asked him about Mikuni’s vision for the future and the messages for the next generation of engineers.

He continues to stand at the forefront of change as an engineer who has witnessed the changing of the times.

Starlite (S)：The automotive industry has changed significantly over the past decade. Waves of electrification, intelligent systems, and carbon neutrality are now surging forward.

Mr. Kudo of Mikuni (K)：It really is a time of tremendous upheaval. When I started working, the focus was on how to improve engine combustion efficiency. But today, the very nature of power itself is being questioned. The concept of mobility has changed, and we are in an era where society is reevaluating its meaning.

S：You have been involved in the technologies on the field for a long time. How are you responding to the changes happening now?

K：As engineers, it is our job to find the next solution when faced with changes. In an uncertain world, predictions are impossible. Based on that premise, I emphasize that these four perspectives are important: 1: Setting ideals, 2: Making own predictions, 3: Having system’s perspective, 4: Having end-users’ perspective. With these perspectives, I believe we can adapt to any era and any field beyond research and development.

S：Things are changing so quickly that it is hard to find time to stop and think. That is why we need to return to the basics such as “setting ideals” and “having end-users’ perspective”.

K：Yes. Ultimately, the value of technology lies in the people who use it. Technology only truly comes alive when it is used in society and daily life. Both companies and society must return to that idea. There is a term called “industry-academia-government”, and among these three communities, the only one that can generate profits is industry, that is, companies. If companies do not do their part, neither the economy nor the job market will function properly. That is precisely why I want every engineer to take pride in the fact that they are building the future.

Honing your skills is like honing the power to believe in the future.

S：As a CTO, when looking ahead to future business and technology strategies, what do you value most?

K：Well, leverage company strengths to respond quickly to change, ensure profitability without relying on quantities, generate revenue by utilizing areas of expertise, boost employee motivation, and contribute to the sustainability of the earth and society. These are from Mikuni’s “VISION 2033”. Many people understand the direction they should be heading, but they struggle with how to make those happen. That is why we spent a year and a half creating a road map toward our desired state.

S：This is an issue many companies and engineers face. We all have ideals, but realizing them is the greatest challenge.

K：I agree. When starting something new, it is important not to try to build everything from scratch. By organizing and combining our own technologies and strengths and filling the missing fields with internal and external resources, we can envision a bright future for the company. This approach allows us to value our history and brand while moving forward.

S：The words of Laozi came to mind: He who knows when he has enough is rich; he who strives to do more has ambition. Instead of emphasizing what is missing, we should focus on believing in and improving what we have.

K：Exactly. That is why I have set the slogan, “Make money through technology.” It might sound a bit provocative, but it is simple. Only engineers can transform technology into value and value into compensation. Those who can create this cycle “Technology → Value → Profit” are what we expect from engineers going forward.

S：Turning technology into money sounds a bit stiff, but listening to you, it feels closer to turning trust into value that can be given back to society.

K：Technology can only be born from people trusting one another. Believe in the future, take action, trust your team and technology, and refine your skills. What I would like to say to engineers is the power to act with belief.

Trusting and delegating to others.

S：How do you cultivate that “power of belief” when nurturing others?

K：People often feel the need to control others, believing that they are doing so for the benefit of those they control. They micromanage because they think people will slack off if they are left alone. But, in reality, delegating leads to better growth. If you just show them the direction, people will take responsibility and get the job done. My philosophy is that they can do whatever they want within certain boundaries. I trust them and let them find their own way. Then, they start thinking and taking initiatives.

S：I feel that applies to raising children as well.

K：Yes, that might be exactly right. If we do not delegate, I fear that outdated conventions and assumptions that appear in the “Company Pest Guidebook”* will spread throughout the organization. The “check-action bug” that only criticizes their team members without doing anything themselves, or the “goal-forgetting bug” that loses the purpose and chases only the means. To prevent such bugs from appearing, we must foster a culture of “delegating and nurturing”. After all, both technology and organizations can only move forward by trusting people.

When people's aspirations come together, technology springs into action.

S：I feel that collaboration is like trust and delegation.

K：Exactly. Collaboration is not just about working together. It is about trusting each other’s strengths and perspectives while sharing a vision for the future.

S：Could the MsMV (Mikuni Smart Multi Valve) introduced at the Japan Mobility Show 2025 also be considered a symbol of collaboration?

K：Yes. MsMV is a system designed to pursue how thermal management can protect, create, and open the increasingly electrified mobility society. It began with the idea of not just controlling the heat of mobility but harnessing it. In our collaboration with Starlite, we worked together through the very process of bringing that idea to life. Starlite excels in materials, while Mikuni excels in controlling heat and fluids. Although our areas of expertise are different, we share a common goal of creating a better society. At the moment each technology intersects, new possibilities emerge like a chemical reaction.

S：It sounds like we are resonating!

K：Yes, when people’s aspirations come together, technology springs into action. True collaboration does not happen in conference rooms discussing concepts, but it happens when we stand before an actual product in the field and debate. Materials, design, control, testing—all these elements come to use only through connections with people in other fields. As CTO, I focus most on how to connect them.

S：You are also required to design human relationships.

K：I think so. No matter how excellent individual skills may be, they will not create new value unless they are connected. Mikuni provides excellent products and technologies. However, if people do not work together, there will be no progress. If each engineer thinks about how and where they can use their strengths and connect with internal and external resources, I am sure innovative technologies will emerge.

S：That is truly the essence of collaboration. We should recognize our advanced technology and build step by step.

K：Yes. Both technology and organizations can only grow when people trust each other. I felt this through our collaboration with Starlite. That is precisely why I believe that management based on “trusting and delegating” and collaboration based on “trusting and creating together” share the same roots.

Do not be afraid of change and envision your own ideal.

S：Listening to what you have shared so far, I feel that at the core of both technology and organization lies the power of belief. If you have any words of wisdom for the next generation of engineers, please share them with us.

K：Times are constantly changing. However, no matter how much AI evolves, it cannot replace the unique human ability to envision ideals. So, I want to tell the young generation not to be afraid of change or failure.

You do not have to aim for perfection. In an uncertain world, it is impossible to predict everything. Even so, we can still hold our ideals and envision our future with our own power. That very power to envision is what drives technology and moves society forward.

The essence of an engineer is not manufacturing things but envisioning ideals and persistently challenging them. Having an ideal provides a foundation that we can always return to when we have second thoughts. After all, only humans can advance technology. That is precisely why I hope the future is not something decided by someone else, but something we shape with our own hands.

🔗Related Links

・Mikuni Corporation↗