Mogic thinks

We are using 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


The greatest education is to speak vaguely once a week.

Do you have a job? This title may sound like "Are you working?" but it's true.

For a long time now, I have been spending an hour a week talking with people who have joined the company, from high school students to people in their 60s and older, although the timing varies.

There is no specific theme. I ask the participants to talk about the topics and issues that they are interested in at the time, and use that as a starting point to expand the conversation.

In general, there are topics such as feedback MTGs, interviews between supervisors and subordinates, and discussions with mentors, but we are not looking for anything rigid like that.

In the past, stories have included "Why do people's hearts change while fire doesn't?", "What does it mean to make money?", and "Why is it that we never stop worrying?

I think the most important thing is what the person you are talking to is feeling right now, so I play around with different angles of talking about it.

But for some reason, that is often the most memorable part of the day, which is strange.


Rock Climbing Ideas

When we are working on an idea, we often create a "branch of ideas" by writing down more and more associations on a piece of paper together. This is similar to the famous mind-mapping tool for generating ideas, but it is used differently. At the end of the session, we look at the branches of everyone's ideas to see where the members connect to each other and where the team as a whole is more blank.

By doing so, we dare to discard the parts that we "think about too much on a daily basis," find new challenges in places we have not thought about, and use them as footholds to climb again. I call it rock climbing of ideas, because I can't see the future at all, but somehow I feel as if I am climbing. I guess it's the same as rock climbing, but people who are not used to it seem to have a fear of continuing to climb at first.


I change the way I make it every time depending on the characteristics of the service or product.

There was one thing I noticed while explaining to someone who had just joined the company, and that was the fact that Mogic changes the way it is built depending on the characteristics of the service or product.

I didn't notice it because I was proceeding without thinking, but I realized that they didn't dare to make it a standard flow.

For example

In some projects, the producer decides on the functional requirements, but the screen design of the management tools and so on is all engineer-led.

The customization of LearnO (e-learning) for a project was led by the designer from the design concept.

A client's service was led by the sales side's requirements definition.

For the second version of our upcoming portfolio, we spent more than 8 months discussing the concept and design taste, and then the designer led the design process from a list of functions without a screen blueprint.

It can be.

Why is this happening?

Whenever I work backwards from the goal of a service or product, I think about who in what position should create the best starting point for the goal.

This seems to be the case.

This may sound strange in terms of standardization of flow, but I think it is something very important to do.


Have a party with falafel.

Since moving to our current office, Mogic has held an event called the Croquette Party every June.

To begin with, we wanted to do something with the rooftop of the office since it could be used freely at any time.

One evening, when we were talking about the next delicious thing we wanted to eat, as we always do, the idea of putting a pile of croquettes on the table at the beginning of summer and eating only croquettes with a beer in hand was born.

IT companies often have pizza parties, but I felt that they were too Americanized and that if they wanted to keep the Japanese spirit, they should have a party with croquettes.

This is the third time this year that we have held a croquette party on our rooftop, inviting our partners and freelancers who have been a part of Mogic.

From this time on, the party was held in the basement to the second floor instead of on the roof, but the number of people became too large, so we switched to inviting mainly people from the Shakujii area. I don't know what form it will take next year, but we are planning to try something new with a new purpose.

From a casual conversation about croquettes one evening, the company has become a place that connects people in the community, and I feel that this is one of the best parts of running a company in the Shakujii area.


What comes out of reviewing the output

In order to create a leadership with teamwork, the quality of the review of the members' output has a lot to do with it.

There are many types of output from members.

Design, proposals, systems, accounting documents, daily conversations, discussions at meetings, email reports, etc.

The person who organizes everyone needs to think carefully about which outputs to point out and when to point them out.

Even a good review or advice may not reach the right person at the wrong time.

Judging by the sound of the person opening the door to his office on a morning of heavy rain, does he start talking?

Are you going to say exactly what you want to say from the beginning of the regular meeting?

Do you ask for one-on-one time and start talking over soft-serve ice cream in the park in the evening?

I think that's very important.

I feel that how I can improve the quality of my reviews depends on how well I know the people I am reviewing.


Let's start with a small story.

At the beginning of a project meeting, I always start with a few minutes of "small talk" from the facilitator. It is surprisingly difficult to give a small talk; you need to set the theme yourself, and you need to have a beginning, middle, and end.

I think the content of the small story itself can be anything. But naturally, something about the person's life over the past few days comes through in the small story. What did they feel, what did they enjoy, what did they wonder about in the time leading up to the meeting? If you were to go into the meeting unconscious, you would be stuck in the meeting for the umpteenth time, and the members would laugh at you.

I'm hoping that the week of having to tell small stories will build up and train me to live consciously in the present.


Dealing with complexity

What I feel every day is that the situation around us and the issues that arise are becoming more complex and challenging every year.

It would be easier if there was a clear dividing line between complexity and simplicity, or if there were some sort of alert (warning) when the boundary was crossed, but the opposite is true, and the problem is made more difficult by the fact that it is impossible to know where complexity begins and where simplicity begins.

One thing we do know is that more people will make mistakes in situations and tasks with increased complexity.

It also tends to increase the number of mistakes for many people continuously.

Considering the huge increase in the amount of data now and into the future, and the fact that IP addresses will be assigned to everything, it is inevitable that the situation will become more complex than usual.

So, how do we as an organization deal with the complexity that is coming from the future, I think we need to look ahead a few years and deal with it.

Whether the complexity is handled by one talented person or by a team, we continue to search for the latter.


Profiling Your Business

Many people think of criminal psychology when they think of profiling, but in general terms, it can be described as "a method of determining the characteristics of people who behave based on the results of exhaustive analysis.

What is profiling a business?

Business is the process of selling services and goods to someone in the future that is yet unseen.

What if "someone in the yet unseen future" could be 100% predictable at this stage?

It makes it very easy to do business.

But of course, we cannot predict 100%.

However, if there are two people, one who can see only 10% of the future and one who can see only 30% of the future, which one has the advantage?

So how does the difference between 10% and 30% come about?

And is it possible to make that kind of difference in business? I ask the question.

Perhaps what makes the difference is a matter of awareness of whether or not people are thinking in a way that allows them to see what ordinary people cannot see, and I believe it is possible to practice this through teamwork in business.