Company Vision
Shifting Market and Social Context
The automotive industry stands at a major inflection point. Within the CASE (Connected, Autonomous, Shared, Electric) movement, autonomous driving is the central theme of next-generation mobility. We are entering an era where AI—not human drivers—shoulders responsibility for decision-making.
At the frontier, the limitations of the once-dominant LiDAR and HD-map-based rules engine approach are becoming clear. Camera-based deep learning systems capable of flexible situation understanding—the End-to-End approach—are rapidly becoming mainstream.
In 2024, Japan’s Ministry of Economy, Trade and Industry accelerated domestic compute investment through the GENIAC (Generative AI for Accelerating Industry and Computing) initiative. The development infrastructure, once concentrated in the US and China, is now taking shape in Japan. Japan is building the foundation to lead software-driven autonomous driving to the world.
Business Vision and Growth Scenario
Turing’s growth is not about researching AI in isolation. Our mission is providing full autonomous driving that scales as a real business. We structure our growth in three major phases:
Phase 1 · 2024–2025 PoC / Demo
Partner with multiple companies to validate AI model performance through public road testing. The Tokyo30 project demonstrated the viability of End-to-End models for urban deployment.
Phase 2 · 2026–2028 Advanced Development
Through strategic partnerships with OEMs and suppliers, we begin development of E2E models designed for volume production vehicles.
Phase 3 · 2029–2030 Mass Production
Turing’s AI will be installed in multiple vehicle models, launched as commercial products to consumers.
Organization Evolution and Our Team
Turing’s organizational design rests on two commitments: continuously adapting to change, and sustaining world-class technical standards. Every structure exists to serve that purpose. When reality diverges from design, we revise without hesitation.
We don’t cling to yesterday’s success. Flexibility to reset is foundational to our culture.
We believe, as “The Bitter Lesson” shows, that real progress comes not from human ingenuity but from scaling. Instead of person-dependent approaches, we continuously refine simpler, stronger methods. Our organizational design prioritizes evolvability over consistency and stability.
Execution speed is itself a value. Over perfect strategy, we choose “just start.” This culture drives fast decision-making that never stops product evolution. Not everything succeeds. When we fail, we learn instantly, adjust, and move forward. That cycle—never interrupted—keeps the organization healthy.
Team operations follow “small, fast, evolving” rigorously. We don’t lock into functional or project-based structures; we reshape around whatever unit feels most natural today. If someone has drive and aptitude, we elevate them to leadership. Everything serves speed and current fitness.
Change always brings pain. Directions shift before payoff emerges. Roles reset. We don’t avoid pain; we move through it toward higher-order products and more evolved technical teams. And still, we move forward.
What we seek now are not people who protect systems, but people who continuously evolve—people who update themselves to compete at the cutting edge. That continuous reinvention makes Turing an organization that’s resilient amid change, technically formidable, and open to the future.
Message from Leadership
Japan’s automotive industry possesses world-class strength—especially in hardware engineering depth and quality excellence. Japan still maintains overwhelming competitive advantage there.
Yet in the new domain of AI, the traditional engineering paradigm—reductionist module design, incremental performance gains—no longer applies. Japan still lacks sufficient leaders who can place AI at the center of strategy and drive both technology and organizational transformation.
Globally, leading autonomous driving companies are already investing hundreds of billions to trillions of yen. Building massive compute centers for AI training. Recruiting world-class researchers and engineers. Creating development environments where they focus entirely on the work. On this prepared ground, next-generation mobility is steadily growing.
In Japan, decision-makers capable of committing at that scale remain few. As a result, the talents of AI engineers often go untapped and buried, without the environment they deserve.
Japan is not lacking talented AI engineers. On the contrary, there are many people with the technical depth, knowledge, and passion to compete on the world stage. Yet what is deeply lacking is the challenging work that genuinely unlocks that talent—and a growth environment where they can fully commit without reservation.
Without the right questions and the right field to play on, talent cannot grow. This is an undeniable truth.
That is exactly why we want to provide Japan’s dormant talent with world-class questions and a world-class arena—and to conquer one of humanity’s greatest technical challenges, full autonomy, through a Japanese approach.
