
What happened
Cyber Agent announced a second AI contest starting in February 2025, with prize money of ¥10 million for selected ideas. The contest explicitly states that "feasibility is not required," departing from typical innovation competitions that demand practical implementation timelines.
Why it matters
The company is signaling that it wants raw creative ideas about AI use cases from its employees—not just polished projects ready to deploy. This reflects a shift in Cyber Agent's AI adoption strategy: rather than waiting for employees to build finished solutions, leadership is asking employees to surface ideas and then develop them into actual practice through a structured process. The contest winner advances through multiple phases, culminating in practical rollout by April 2026.
What to watch
The company has also launched an "AI Practice Certification" program that rates employees on their understanding and application of AI across a defined framework (levels span "beginner" through "innovator"). By October 2025, Cyber Agent will publish rankings; the certification repeats annually afterward. This signals the company sees AI literacy as a measurable, ongoing competency across the organization.
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Cyber Agent's AI strategy reflects a broader challenge facing large organizations: how to scale AI adoption beyond a few specialists or early adopters. The company began exploring AI applications in 2016, but ChatGPT's 2022 launch accelerated interest across all divisions. Rather than concentrate AI work in a dedicated team, Cyber Agent is now investing in organization-wide capability—which requires both structural mechanisms (the contest, the certification) and a cultural shift (permission to think speculatively about AI without immediate deliverables).
The contest and certification are designed to work together. The contest surfaces and rewards creative thinking; the certification measures how deeply AI understanding has penetrated the broader workforce. By publishing rankings and creating visible pathways to higher levels, the company signals that AI fluency is now a valued competency alongside traditional skills. This also creates accountability: leaders can see which teams and individuals are adopting AI, and employees have a clear ladder for advancement tied to AI capability.
The emphasis on "feasibility is not required" is particularly telling. It suggests that Cyber Agent views the bottleneck not as lack of ideas but as organizational reluctance to imagine beyond existing constraints. By decoupling ideation from execution, the company hopes to unlock use cases that employees might otherwise dismiss as "too risky" or "not our department's job."
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