Mogic thinks

With a combination of a small number of people + software + servers and robots.
We are promoting a new era of company management.
I hope to share some of the process in this section.

Representative Director Yoichi Yamane

Before the training, think about a place where people want to learn on their own.

As the number of internal members has increased over the past year, I have been thinking about teamwork and education.

It is also becoming an important issue for companies that provide e-learning systems.

One important question is: When do people most want to learn for themselves? One important question is when do people most want to learn for themselves?

Even if the training curriculum is rich and advanced, it is meaningless if the learners are not prepared for it.

The image of training = boring class tends to prevail, and it is possible that you are just taking a course without that "preparation".

First of all, it is easy to create a sense of motivation and challenge to learn by yourself when you are placed in a new environment that you have never been in before.

For example, if you have been in charge of accounting for many years and have recently taken on the responsibility of human resources, you will still have to catch up somehow.

The same is true when you enter your thirties and go from being a player to a manager.

So, before education, we need to design changes in the environment that will make people want to learn spontaneously.

If education is to take root in the company over the medium to long term, I believe it is important to create repositioning = formal and informal changes in the environment.


Division of labor and communication issues

Communication is not necessary if you can complete the work by yourself.

However, communication is essential for two or more people to work together.

At that time, I had to think about the question: Is communication just about communicating information? The question is, is communication just about communicating information?

One of the ideals is to be able to activate the other person's brain at the same time as transmitting information.

I'm quoting something that I thought was exactly right in the sentence about productivity that the Lifenet person mentioned.

A long time ago, I attended a lecture on improving labor productivity by a Swedish scholar, who said that the improvement of labor productivity can only be brought about by the functioning of the cerebrum of employees. The only requirements for the cerebrum to be active are (1) to be happy and excited, (2) to be surprised (stimulated) when confronted with a completely different organization and culture, such as M&A, and (3) to work intensively in a short period of time.

This was more than 20 years ago.

I am constantly testing the hypothesis that if we can design communication in a place called a "company" where many people work at the same time, so that communication itself can be "(1) fun and exciting, (2) surprising (stimulating) when faced with a completely different organization and culture, such as in a merger and acquisition, and (3) focused work in a short period of time, it will semi-automatically lead to increased productivity. We are constantly testing the hypothesis that if we can design a system that allows people to (1) be surprised (stimulated) when confronted with a completely different organization and culture, such as an M&A, and (2) concentrate on work for a short period of time, it will semi-automatically lead to increased productivity.


Productivity is not about working overtime.

As a general rule, Mogic forbids working on weekends and holidays and tells employees not to work overtime on weekdays.

The reason for this is clear: we want to keep improving our productivity.

Suppose that you work twice as many hours in a day by working overtime. The amount of production will double.

However, it is not possible to work twice as hard the next day. Therefore, the continuous increase in production will disappear in one day.

Since we want to improve our productivity as much as possible each and every day, the time we produce should be fixed = during business hours.

In this way, it is possible to measure how much more you can do and how many new things you can create in the same amount of time each day.

How much more can you do than you did yesterday in the same amount of time each day?

I think we have to ask ourselves tough questions every day.


When working in teams with designers and engineers

When you first approach someone, you rarely make a specific request.

Can you take the Art Deco idea of a certain building in Manhattan and reinterpret it in a modern way?

Can you create a design mockup of the borderline between the 20th and 21st centuries that lurks in the Shanghai nightscape?

Can I ask you to redefine the spatial expression of ikebana-like gaps once again, based on the difference between Japanese ikebana and Western flower management?

This is a vague request.

I believe that such challenges will make people take them seriously.


Marketing the Opportunity

It involves creating personas, deciding how to target them, and testing their reactions.

We don't do that form of marketing, we try to market the opportunity.

What is marketing an opportunity?

I believe it is a way to capture in real time the unimagined "opportunities" that suddenly arise and emerge in the midst of rapidly changing information distribution channels.

It is important to strategize and create materials once a year or once every few months, but we need to reconsider whether such a time-lagged approach is really optimal.


Did it make you feel creative today?

Did you feel creative in any way today?

Or will they feel it, or will they think it's something they've never heard before?

Creativity is a vague word that can be used in a sensory way.

Something that brings the impact of wanting to do something fiercely at this very moment.

It is defined as

We don't want to talk about something you can read in a book, or something you've heard somewhere before, but we want to make an effort to build up a story that we can only tell here and now.
I'm going to keep going.


Promise to grow.

Personal growth depends on your own efforts, but also on the attentiveness of those around you.

I want to create a culture where people around me can say, "That's not true. I want to create a culture where people around me can say, "That's not true, you are not alone.

The members of the company care about everyone's growth.

I want to promise that kind of growth.


What is the essence, you ask?

Why do we close our eyes in meditation? The obvious question is

I believe it is to reaffirm the importance of the invisible because we are too dependent on the visible.

What is the essence? The question is

I believe that the question itself is a guideline for us to change our own reflexive behavior, which is bound by conventional wisdom.

We will question the team and find a new way of life among the various opinions.