How did Marukai get employees to actually use AI?

Marukai combined three elements: rules (guidelines banning confidential data input), sharing (AI supporters posting tips in chat tools), and education (study sessions repeated about four times). A manager also built a reservation tool with Google Apps Script.

What was the initial rollout strategy?

Marukai started with a 25-license pilot for about 11 management staff before expanding. These initial users acted as AI supporters who documented effective use cases, which helped build momentum for the full rollout in January 2025.

Did the company restrict which AI tools employees could use?

Yes. After rules were established, Marukai limited workplace AI to Gemini only. They also instructed employees to verify AI outputs and not rely too heavily on AI-generated content.

Large Language ModelsAI Business & IndustryITmedia AI＋Sep 3, 2026Sep 3, 2026, 10:00 JST

Miso maker's AI rollout hits 86% usage, with 70-year-old president learning Gemini

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3 Key Points

What happened
Marukai, a 108-year-old miso maker in Mie Prefecture, gave all 290 employees access to Google's AI, Gemini. The login-based usage rate has reached 86%.
Why it matters
The company succeeded where many AI rollouts stall by pairing rules with training and shared know-how. A 70-year-old president joining study sessions and a manager building a reservation tool with Google Apps Script helped change workplace attitudes.
What to watch
Marukai starts with a 25-license pilot before company-wide rollout in January 2025. Managers now encourage staff to try Gemini and share effective prompts through chat tools, aiming to prevent over-reliance on AI output.

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Context & Analysis

Marukai's approach addresses a common corporate problem: providing AI access without seeing actual usage. The company's strategy centered on three pillars: explicit rules, shared knowledge, and education. This structure gave employees clear boundaries while encouraging experimentation.

The 86% login rate suggests the approach worked, though the article notes this measures logins, not necessarily the depth of use. The president's participation in study sessions appears significant for signaling that learning AI was a priority at all levels, including leadership.

The company's emphasis on responsible use—banning confidential data input and teaching employees to verify outputs—reflects a broader concern about AI risks in business settings. By positioning AI as a tool with both potential and limitations, Marukai aimed to build sustainable habits rather than just initial enthusiasm.

FAQ

How did Marukai get employees to actually use AI?: Marukai combined three elements: rules (guidelines banning confidential data input), sharing (AI supporters posting tips in chat tools), and education (study sessions repeated about four times). A manager also built a reservation tool with Google Apps Script.
What was the initial rollout strategy?: Marukai started with a 25-license pilot for about 11 management staff before expanding. These initial users acted as AI supporters who documented effective use cases, which helped build momentum for the full rollout in January 2025.
Did the company restrict which AI tools employees could use?: Yes. After rules were established, Marukai limited workplace AI to Gemini only. They also instructed employees to verify AI outputs and not rely too heavily on AI-generated content.

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