At the beginning of 2026, the New Year message delivered by the Commissioner of the Japan Patent Office goes beyond a customary seasonal greeting. It clearly articulates the structural transformation currently facing the Japanese economy and the role that intellectual property policy is expected to play within that transformation. Keywords such as “wage increases,” “investment,” “productivity,” “AI,” and “IP-driven management” are woven together into a coherent and consistent narrative.
How to Sustain the Momentum of Wage Growth and Investment
At the outset of the Commissioner’s message, particular emphasis is placed on wage increases said to be the highest in more than 30 years, as well as on private-sector capital investment reaching record levels. These developments are not portrayed as accidental or cyclical upswings, but rather as indicators that Japan stands at a crossroads: whether it can transition from a “cost-reduction-driven” economy to a “growth-driven” one.
What matters most is whether wage growth and investment can evolve from temporary phenomena into sustainable growth accompanied by improvements in productivity. Positioned as the key to this transition is a virtuous cycle of value creation originating from intellectual property.
From “Protecting” Intellectual Property to “Earning” with It
A consistent message throughout this statement is a shift in perspective: intellectual property is no longer viewed merely as something to be protected, but as a core asset that generates revenue, attracts investment, and gives rise to the next wave of innovation.
The policy focus is not on acquiring patents for their own sake, but on acquiring and utilizing them in close alignment with business strategy, thereby strengthening companies’ ability to generate profits. Initiatives such as the “Business Strategy-Aligned Examination” can be seen as concrete institutional embodiments of this philosophy.
World-Leading Speed and Quality in Examination, and the Use of AI
With regard to patent examination, the policy of maintaining an average examination period of within 14 months was reaffirmed. What deserves attention here is the underlying sense of urgency. The increasing volume of foreign-language prior art and the growing sophistication and complexity of inventions driven by advances in AI technology have undeniably raised the difficulty of examination.
Against this backdrop, the decision not simply to increase manpower, but to actively leverage digital technologies and AI while clearly articulating principles such as human-centeredness and accountability through the formulation of the “JPO AI Vision,” is highly significant. Furthermore, the stance of sharing common principles on AI utilization among the trilateral patent offices of Japan, the United States, and Europe, and leading the world in this area, signals Japan’s intention to contribute to international rule-making in patent administration.
Expanding Support for IP-Driven Management
Another notable feature of the message is its broad scope, extending beyond large corporations to include small and medium-sized enterprises, startups, and universities. Establishing systems that provide integrated support for intellectual property and management—through IP management support networks and expert dispatch programs—is essential to broadening the base of innovation.
In particular, for university-originated startups aiming to commercialize research成果, an environment that enables the formulation of intellectual property strategies from an early stage can have a decisive impact on both the speed and quality of growth.
Attention to Global Expansion and Fair Transactions
The expansion of the Patent Prosecution Highway (PPH) as a means of supporting overseas expansion, as well as new forms of cooperation with Thailand, represent practical measures to enhance the international competitiveness of Japanese companies. At the same time, efforts to promote fairness in intellectual property transactions by addressing unfair practices can be seen as laying the foundation for making IP an asset that can be used with confidence.
Even where rights exist, intellectual property cannot be fully utilized if rights holders suffer disadvantages in actual transactions. The fact that this issue is being addressed head-on deserves recognition.
Intellectual Property Policy as a Growth Strategy
Overall, what stands out is that the role of the Japan Patent Office is no longer confined to that of an “examining authority.” It is clearly positioned as a key player in Japan’s broader economic growth strategy. Fast and high-quality examination, AI utilization, support for IP-driven management, and international cooperation are not independent measures; they are designed as a coherent sequence aimed at strengthening the nation’s capacity to generate value and profits.
Conclusion
This New Year message once again underscores how closely intellectual property policy is linked to the macroeconomic context. How intellectual property is to be utilized in order to prevent the virtuous cycle of wage growth and investment from remaining a temporary phenomenon is a central question. The message can be seen as presenting a clear direction from the Japan Patent Office in response to that question.
Going forward, close attention should be paid to how these policies are translated into concrete practices and corporate behavior.