We are a company that delivers good IT services through teamwork while making the most of the individuality that is unique to each person who works there. We mainly provide educational IT services like infrastructure for effective learning of specialized knowledge from early childhood education to elementary/junior high school/university/working adults in a reasonable price. In addition, not only full-time employees but also part-timers from the Nerima area and many university student interns from around Tokyo participate in the company and continue to improve the company by sharing various opinions without any boundaries.

We continue to be creative and ingenious so that we can be a workplace where people can continue to grow and have fun for a long time. Because we operate from a long-term perspective, there are no quotas or targets, and each individual, team, or service team member discusses and identifies themes on their own. Of course, the direction of the company as a whole is repeatedly discussed by the board of directors, and we never fail to build a foundation for better development. In order to search for small and many creative solutions, we have a culture that values leeway and room, respects each other's position, and slowly builds up little by little.

Science fiction writer Arthur C. Clarke said, "Well-developed science and technology are indistinguishable from magic. We came up with our company name based on the idea that if people connect with each other to create new IT services, it must look like magic. The company name "Mogic" was created by combining the words "people to people (M)" + "connection (O)" + "magic (magically). For more details, please refer to the blog post "Mogic's Journey in 2009.

A foreign student from India came up with this slogan. He said, "In a good sense, it is not like a Japanese company. It is a flat place where any opinion will be accepted and everyone's opinion will make it better. The slogan was adopted with the intention of showing that the creativity of everyone talking together shines through rather than the imagination of one person, and he said, "Indeed, it is very typical.

Representative Yamane founded the company alone, and soon after he was joined by Chief Technology Officer Fujii, we discussed our values and launched a web service that was uniquely our own. After developing the web service, many of our colleagues joined us, and now our flagship service LearnO is used by 3,800 companies and 600,000 people per month. Since the beginning, we wanted to grow slowly in the suburbs and collaborate with many people, so we have had more than 100 people, including part-timers and interns, working together without overtime and without excessive workload.

Shakujii Park in Nerima Ward is a green and relaxing residential area. You can take a walk by the pond during your lunch break, buy lunch at a unique restaurant, and most importantly, the commute is by far the shortest at less than 20 minutes. The office is a building by a well-known architect, and although it is 30 years old, we could renovate it in our own way to create a comfortable space. We hold some kind of event every month in the ample space from the basement floor to the 4th floor and the rooftop.

provides education-focused IT services via online. Skilled designers/engineers/marketers work together to develop useful IT services for the declining birthrate and aging population, and deliver them in a reasonably priced form (0 yen initial cost, monthly fee only, available from a minimum of one month, etc.). Every year we release new products, such as e-learning systems consisting of teaching materials and tests, class support systems that enable report submission and evaluation, and communication services that stimulate teamwork.

Developed countries across the board are entering an era of declining birthrates and aging populations. The question was, "How can we respond to a social situation that is unprecedented in human history? I realized the importance of developing an educational infrastructure as a foundation for this. Currently, e-learning is the best fit for society, but we plan to offer new services as things change.

LearnO is an e-learning system with an initial cost of ¥0 and a pay-as-you-go fee based on the number of students. The system has been continuously improved over the past 13 years since its launch, and many clients' requests have been incorporated into the system as features. 3,800 companies and 600,000 monthly users are expected by 2025. We are undergoing external audits such as ISMS and Privacy Mark as well as our own server monitoring to ensure stable operation.

Unlike 15 years ago, even corporate services are now contracted online. Therefore, I think it was significant that the service was chosen for its better prices and functions, and for its ease of implementation. In addition, the service expanded not only through us, but also through businesses that had many clients through the OEM development system/sales agent system/partner business alliance. If other companies had developed the system from scratch, it would have cost a great deal, including operation costs, but by partnering with LearnO, we were able to "provide an excellent educational environment with no initial investment," which was a major deciding factor for us.

eLearning LearnO services are used by a wide range of non-profit organizations and associations, from small companies with a few people to large corporations with tens of thousands of employees. There is no major bias toward industries, but utilization is increasing in specialized fields (e.g., medicine, finance, insurance, etc.). The Pholly service for class support systems is used by professional universities/graduate schools, vocational schools, and associations, while the custom-made development for education is used more by organizations with a customer base of major publishing, distance learning, and seminar education.

Our strength is that we are able to maintain high quality service operations with a limited number of people. We have a team of people with a wealth of experience, including people who used to work for major portal sites, people who used to do large-scale development, people who used to do a lot of design work for production companies, and people who used to be in charge of marketing for online media, and we have accumulated know-how in cloud services over the past 15 years. The team has been accumulating expertise in cloud services for over 15 years. The company rarely hires mid-career workers, and the stable transfer of technology is achieved through an environment in which employees are carefully nurtured over several years, starting from their student days as interns.

Another key feature is that many people have a playful spirit and routinely engage in experimental design and system development to explore new possibilities.

We complete the development and operation of all services in-house, with the exception of the servers. The reasons for this are to minimize security vulnerabilities and to ensure scalability of system development. When outsourcing, there will inevitably be parts of the system that cannot be seen, and it is difficult to optimize the entire system by cutting out parts of the development process, and a negative technological legacy will accumulate. For the same reason, we have never contracted temporary staff or resident operations staff.

This is a business model where we first invest ourselves to create a large IT service and then accumulate online subscriptions as a monthly fee. It is called the subscription method, and is characterized by stable growth in monthly sales as the service continues. In contrast, the most important benchmark is to reach a break-even point, which is defined as a certain level of sales, because expenses consist of variable costs such as server costs and sales promotion expenses, as well as fixed costs such as labor, rent, and benefits.

Our strength is that we anticipate some of the social conditions more than 10 years in the future and take a long time to create a business environment that fits them. Since our policy is not to increase the number of employees too rapidly, we are accumulating a lot of successes and failures by making sure to try and error while determining what we should do and what we should not do.

Our weakness is the number of employees, which is not increasing very much. However, we have taken advantage of this and systematized all the areas where people are prone to make mistakes and areas where people are prone to omissions. Also, it cannot be said that just because there are more people involved, support is more extensive or security is higher, so we try to discuss essential vulnerabilities throughout the company.

Profitability is neither too high nor too low. We believe that profitability is the result of sharing with the organization, its members, the partners who support us, and our clients. In other words, we aim for profitability that is sustainable for everyone involved, and that fits with our goal of continuous growth.

Productivity is high considering that there are not that many people working in relation to the number and scope of services provided. However, I believe that productivity is not a temporary snapshot, but something that should continue to increase on a daily, monthly, and yearly basis. It is not only quantitative, but also qualitative and comprehensive.

We believe that the most important aspect of running a company is creating an environment for the people who work there. Therefore, it is reasonable to order sweets, hold events, and hand out novelties to make working people happy, stimulated, and comfortable. In addition, because we look at the company's operations from a long-term perspective of three years or more, we take plenty of time to educate not only our employees but also part-time workers and interns.

This is because we emphasize marketing activities over sales activities. We believe that the best marketing is "creating services and systems that naturally sell without sales. We have been searching for many years for a way to break down all the roles that sales has played and realize them in the form of marketing. We have been trying to apply the latest marketing concepts in our own way.

We believe that in order to maximize performance with a limited number of people, the system should not be the bottleneck. There are good external cloud services, but they cannot cover the entire workflow without contracting and combining multiple services. This makes it easy for information to get lost between cloud services. If we are to rebuild our business from the perspective of total optimization, we must fundamentally create our own business system, and we have been working on it one by one for more than 10 years. We are now able to cover almost the entire business, and we are able to handle more than double the volume and speed of operations without increasing the number of employees.

The organizational chart consists of officers, executive officers, chiefs, and members. Depending on the level of resolution, the Board of Directors, Management Committee, Executive Committee, and regular departmental meetings are established. Actual service management is based on the project method, where members gather across divisions, discuss, and decide on one thing at a time. Management is not based on the dualism of top-down or bottom-up approach, but rather is switched according to the situation.

We have about 18 work rules in total clearly written for those who work, and we submit the necessary ones to the Labor Standards Inspection Office. The employment regulations themselves are reviewed every three months with an outside expert. When employees join the company, they sign employment contracts and confidentiality agreements, receive security training, and all employees attend a compliance seminar at least once every three months.

The organization is divided into divisions, with division managers appointed as chiefs and chiefs as executive officers, and management is carried out with authority determined by the Rules on Administrative Authority. All employees' attendance is managed online, and if overtime is worked outside of regular hours, an automatic e-mail is sent to the manager the following morning.

The Risk Management Committee, Compliance Committee, and Security Committee have been established to conduct internal audits once a month to identify issues and confirm the progress of countermeasures across all departments. As for external audits, we undergo an information security ISMS audit once a year, a financial audit by an accounting firm, and an on-site Privacy Mark audit once every two years.

Once a month, we review the list of risks, sorted by order of damage. Countermeasures are taken for each risk, but updates are made for those that are out of date or the situation has changed. Multiple backup plans are prepared for natural disasters such as earthquakes, human disasters such as pandemics, major server failures, service malfunctions, member departures, information leaks, cache shortages, etc.

We do not hire too many people at once, as our policy is to develop every department slowly over a long period of time. We provide many different jobs to enhance not only professional skills, but also useful communication, observation, insight, and crisis perception skills as a person. We provide multifaceted feedback not only from supervisors, but also from a professional development department that provides support.

In consideration of the continuity of the company, we consider a cycle of hiring and training core members who will become the core of the operation in a 15-year cycle. These core members work in groups so that they can see the company as a whole in action and learn to make decisions from a young age.

If you "want to grow right now," "want a curriculum," or "care about raises and bonuses more than anything else," this is not the job for you. If you have something you want to work on carefully through Mogic, if you want to have plenty of time outside of work to enrich your life, or if you want to work comfortably without the stress of human relations, I feel that you will be a good fit. I also think that people with a sense of curiosity who can find and explore themes in their own way will enjoy working here.

From the very beginning of our establishment, we have been working to provide a system that allows employees to take off anytime without overtime. If there is a need to take care of a family member, we can give priority and travel freely at any time, so it seems that we have already achieved a good work-life balance for our workers. If new requests come up, we will discuss them and possibly revise the work rules to make the organization more comfortable.

At this time, we have a flexible work schedule, but we do not offer remote work. We have adopted this system because we value teamwork while working flexibly. Since we are located in the suburbs and have a short commute, we are able to meet face to face to share the joys of our work.

It has been 15 years since the company was founded. I think we have achieved the form of the company we first envisioned. The next step is sustainability. As I mentioned in the hiring process, I would like to develop core management members in a 15-year cycle and pass the baton to them in turn. There is still much to be done in terms of service development, so we will build up step by step toward the next 15 years = 2040.