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.
It's not about food, but Mogic places a lot of emphasis on local production for local consumption in the management of the company.
To put it in more detail, we ask a local design company in Shakujii to design our brochures, a nearby construction company to do our interior work, an accounting firm, a lawyer's office, and almost everything we can do for birthday cakes, we ask local people to do.
Then, strangely enough, they get to know each other and become friends.
I'm in the middle of greeting the landlord of my office, the people who come to do electrical work, and the people from the nearby English school who let me participate in the Halloween procession with their children.
Today, I went to a Chinese restaurant that I know well, and they offered me sesame dumplings as a service, saying they were sorry it was so crowded.
This kind of loose network is the atmosphere of running a business in Shakujii.
There is a mountaineering term called "alpine style".
To quote from Wikipedia.
The term "alpine style" refers to a style of mountaineering in which ultra-high altitudes and large rock faces, such as in the Himalayas, are treated in the same way as in the European Alps.
Alpine style mountaineering is a mountaineering style and term that refers to climbing super-high altitudes and large rock faces such as the Himalayas with the same treatment as in the European Alps.
Unlike the polar method, which involves organizing a large, organized team, after leaving base camp in a small group, we ascend at once and avoid contact with the world below.
This is a style of mountaineering that places the utmost importance on relying only on the strength of the climber and not on equipment, and does not receive assistance from a support team, nor does it use pre-set camps, fixed ropes, or oxygen cylinders.
We do not receive support from a support team.
I think that Mogic's management policy is abstractly this alpine style.
In other words, we should consider the risk and return to the maximum extent possible for the mountain we are climbing (i.e., the project), and finally try it when it comes, reconsider it in the middle, and try it again.
These days are everything.
Lately, I have been hearing a lot of "that's the way our culture is" or "that's the way we're going to do it" within the company.
For example, just because you have a certain job title doesn't mean you only do that job.
Although I'm an engineer, it's normal for me to direct and comment on designs, create surprises in the event management department, advise on pricing strategies, participate in marketing events, and comment on profit margins.
One of our policies is to enjoy plenty of today, so it seems to be the culture that it's not fun to get caught up in the job title and reduce our options.
Looking back, I found the following in an article I posted five years ago.
The Cultural Sphere of the Company 2012.05.28
Although a company is defined by law, it is a vessel and can be run in any direction.
When I thought about what kind of existence a company should have in the midst of that kind of freedom, I suddenly remembered what was written in the book "The Guinness Philosophy" by a company that makes black beer.
A company must be evaluated by the culture it creates.
Yes, culture. Culture is "that which promotes growth" and "the behavior and thinking inspired by it.
How noble and high-minded a company is does not appear in its commercials, or even in the mascot it adopts or the slogan it adopts.
The most important indicator is the kind of life the people belonging to it are willing to lead.
I feel that this is starting to bear some fruit.
As is usual in the world, the people who sell tend to not get along well with the people who create, such as engineers and designers.
Perhaps from the sales side of the equation, there's a sense of pride that we're working hard in the face of tough clients out there. On the other hand, on the engineer's side, if there's a mistake in the system, it's all our fault (there's nothing left to do), so we have to make sure we do it right! If there is a mistake in the system, it is all our responsibility (there is nothing left to do).
In such a situation, if the sales team or engineering team works too hard alone, a deep rift will form, and at the very least, the atmosphere of "making good products" will be lost.
I wondered how Mogic was doing and observed that sales seemed to spend more than half of their time in the office each day glued to the side of the engineers.
And about 30% of them are just laughable.
The company is being run as if this kind of thing is not so bad.
As machines, or computers, continue to increase their processing power at an accelerating rate, many tasks that were previously done by people are now being left to machines for the future.
However, the most difficult problem is how and where to draw the boundary between "work that should be done by people and work that should be done by machines.
This is because as the performance of machines and the development of software to apply them continue to advance, the line between "human and machine" will move quickly, and even if we draw a line at this point, it will quickly shift.
I wish the machine would work harder to anticipate the speed at which the boundaries are moving.
I am often asked by people outside the company what kind of criteria you use to consider hiring. I am often asked, "What criteria do you use for hiring?
The answer to that question is, "When I meet and talk to them, I decide whether they are rare animals or not," he replies with a laugh.
It would be very rude to call them rare animals, but I believe it is the right expression.
The definition of a rare beast is defined as a type of person who has some strong energy, but when trying to fit in with society, it doesn't work out, and the mind tends to refract with too much energy.
There is a sense of having a great deal of power, and if the vector is well directed, it can be frighteningly powerful.
These people are the driving force behind Mogic.
It makes me very happy when I receive words like "I respect you" or "I admire you" from children.
Children express their feelings straightforwardly, and above all, adults seem to be fun! I thought it was good that they thought that adults are fun!
I feel that working is a way of earning money, self-realization, and education for the children who will carry the future.
They should be able to polish their abilities, take advantage of opportunities, do what they want to do, and contribute to society. It is the responsibility of adults to secretly support them.
That is exactly what we focus on when we inspect our work and how we work.
The goal is not to achieve only a set number.
There are two styles that walkers are familiar with: long trail and ultra light.
The long trail is a kind of walking trip originated in the U.S. It is a long way to go without strenuous load like mountain climbing.
You can eat delicious food along the way, admire the scenery, or just walk in silence.
Ultra-light is a term used to describe lightweight equipment and gear, and recent technological developments have made it possible for us to be extremely light.
Establishing and running a company is a long road.
I thought it would be better to lighten our gear to the limit, choose our own path, and enjoy stopping and going.
That is the recommendation of the Ultra Light Company.
By reviewing all the common sense that is generally required to run a company, we reduce the weight to the utmost limit, and spend our days talking and reviewing, choosing the solutions to the world's problems that we want to contribute to.
We are conscious of our limited resources and limited time, and we are working on it.