With the combination of a small number of people + software + servers and robots
We are promoting a new era of company management.
We hope to share part of this process with you in this corner.
May 17, 2021
What is your vision and strategy for the future? I sometimes have trouble imagining what the future holds.
This is because although we have a direction of what we would like to see happen, we do not put it together in a presentation document or make a presentation.
There are many directions, such as "approach education first so that it can be useful around the middle of the 21st century," "make workers feel fulfilled in their work," and "give hope to those who are involved.
There is nothing more detailed than that, so there is nothing to talk about.
In general, KPIs, strategies, tactics, missions, and visions are required, but I've come this far wondering if I don't need any.
Some may argue that since the organization is not that large, that is fine.
However, I feel it is a little different because even if the organization is small, it will struggle and when things go wrong, it will go wrong.
I found a sentence that fits such a blur, so I will quote it.
Bodies Doing Math
When humans design artifacts, they clearly decide in advance what constitutes resources and what constitutes noise.
In the example of this circuit, each individual logic block is a resource for solving the problem, but electromagnetic leakage and flux would be considered noise and would be eliminated as much as possible.
But that is only the designer's point of view.
In a bottom-up evolutionary process without designers, anything that can be used is used without regard.
As a result, resources are scattered across the body and environment, blurring the distinction from noise.
The extent to which the problem-solving entity is the problem-solving entity and the extent to which the environment is the problem-solving environment are mixed up without being clear.
There is another question that I am often asked and I have trouble with.
Why did you go for diversity, or diversity of different ages and nationalities?" It is.
The answer is "I didn't set out to do that," but as you can imagine, I'm going to be disappointed, so I'm going to give you a slightly dressed-up response.
This is what happens when you recruit people who are comfortable participating in a place like Shakujii, and it is the result of adaptation, not by design.
Are we watching the strategy we set up at a certain point in time become invalidated over time, or are we eliminating noise to justify the strategy, or is the strategy to keep changing the strategy in small increments?
It is somehow too big for me to hold on to on my own, and I can't seem to create a good "strategy" because of the variety of information flowing all over the place.
May 12, 2021
When I was working in my 20s, people around me told me that I had to start practicing management because I would reach my mid-30s, which would limit my ability to be active in the field as a player.
Somehow it didn't add up, and I wondered if it was really true. In my 30s, I started a company in a new field and worked in the field, and when I was in my 40s, the world was calling it the age of 100 years in life.
I think the base of the 100-year life era is to keep learning, explore new possibilities, and work for a long time.
From that point of view, it means that you can put aside the barriers to entry into different fields as a practical matter and try new industries and occupations, both in the field and in management, as many times as you want along the way.
In fact, if I were to focus solely on management from the age of 35, I would be a manager for 35 years, assuming my retirement age is 70, which I personally find rather constricting.
On the other hand, it may seem a bit burdensome to "keep learning all the time and keep trying new fields.
Some may say that life is not all about trying so much.
Therefore, there is one recommendation that we tell our interns.
For now, just start one new thing a day, and look back on the record after a year.
It's not a bad idea to try it, because it will give you a little moisture every day.
You don't have to do anything big; you can buy a sweet you've never had at a convenience store, grab a fork with your left hand, use a new service, or say a word you've never used before.
Still, for one year, that would be 365 lists.
After doing so, why not think about it again?
With 365 lists, at least one of them is a good starting point for something new.
May 06, 2021
The three Rs required for a sustainable society are reduce, reuse, and recycle.
Reduce to reduce the amount of things that might become garbage from the beginning, reuse to use the same things over and over again, and recycle to make new materials from the collected materials.
It is easy to think in terms of tangible goods, but what happens with invisible assets?
Typical invisible assets in a company include brand and service, know-how and teamwork, management and culture.
We cannot move without first determining "how waste is generated in these things," so that is what we will consider.
Wasted brands and services, wasted know-how and teamwork, wasted management and culture.
In Mogic, it is simple: "Whether or not it is easy to satisfy the people who work or are involved with it" determines whether it is wasteful or not.
We do not provide services that do not give workers satisfaction from their work, we do not have know-how that is efficient but does not allow workers to grow, and we do not need management that turns the heads of those involved.
An example that was once effective but now no longer contributes is the management of events in the office.
Gone are the events where everyone gathered to share fun in the Corona Disaster, replaced by a new expression based on online chat and video streaming.
When I could no longer see the future potential of a service I had launched in the past, I dismantled it and incorporated its findings into the next service.
One way to do this is to stop offering the service.
Being sustainable may feel static, but it is dynamic in the sense that we are constantly reassessing the value of our work.
April 26, 2021
The recruitment application tool that the engineers created for me was useful, so I looked at it a bit and noticed that we were interviewing at the rate of 500 people per year.
I am surprised myself that there are so many applications to this strange company in Ishigami .......
This is probably because most interviews are now online due to the Corona Disaster and we are able to meet more people.
Online interviews, online business meetings, online drinking parties, online school trips, online classes, online study abroad.
In just one year, the number of "online-style" things has increased.
Of course, compared to the past, this is still not enough, and we are restricted from seeing each other in person and going to the places we like.
However, 100 years ago, we would have been in a state of "no information or slow to receive even information," so I think we are a little better off.
As someone who uses IT technology for business, it gave me a chance to think about what I can do the next time something happens.
He said that in cases where the organizational structure to which people belong and the method of communication within the organization have not changed much in 100 years, the organization itself can creak and scream if the information channels are open and enormous.
It is as if the body, which has been resistant to starvation since time immemorial, has suddenly entered an age of satiation and developed new problems.
An organization can be said to be a collection of information, so if the way information flows, including outside the organization, changes, it is necessary to create an organization that adapts to these changes.
But the organization inherits something from the previous person in a vein, so inertia is stronger, and it will not be a tide of change unless it is sudden and unexpected.
So what should we do?
It is a very difficult issue and it is unlikely to be answered immediately, so I would like to have a thorough discussion with the members during calm and peaceful times.
April 19, 2021
As I waited for the green light at the intersection, I wondered if I would have gone back more than 30 seconds and slowed my bike down had I known I would have to stop at a red light before turning the corner.
If I had known I would have to wait, I would have rowed slower and not rushed.
A curve mirror would have given us some idea of what was ahead, but without a means of knowing future conditions, we optimize our actions with the information we have in the present.
If you are going to a destination somewhere in the near future, if the machine knows the future status of the route, it seems to me that you can arrive at a green light all the way with an assist.
Eventually, the more shopping, cooking, cleaning, housekeeping, investing, side hustling, and video posting are predicted and optimized, the closer our lives become to the algorithm.
Smoothness increases as the best answer is selected from the vast number of branches anticipated in advance.
However, the algorithm is not a panacea, and will probably over-optimize for the current situation, which can be fatal if it is not updated when external conditions change.
It is like receiving an assist without knowing that the switching time between red and green lights has been changed.
So, as we live a life made convenient by algorithms, we need to be attentive to whether the foundations of the algorithms have changed.
It is also important to pay attention to whether the algorithm has been secretly changed to something malicious.
There are even times when someone's good may turn out to be your bad.
As I put my foot on the pedal again, I thought to myself that it is not necessary to live only at green lights, but it is also possible to stop at red lights from time to time.
April 12, 2021
It is time to start replanting and pruning plants in the office.
I wander around looking at the plants, mumbling to myself how big they have become or how weak they may be, and carry them up to the rooftop.
As Golden Week approaches, we will have more sunny days, and working in short sleeves will be just fine if you are a little sweaty.
There is a store near Shakujii that carries rare plants and trees, so I tend to have plants that I don't see everyday.
Recently, there are many flowerpots with good textures, so if you are particular about what you buy, they end up costing more than the plants, which is not good.
Pampas grass has weakened this year.
The plant bears such large ears that it is commonly called "haunted silver grass.
Originally from South America, including Brazil and Argentina, it seems to have been introduced during the Meiji period (1868-1912) for ornamental purposes.
I bought it a few years ago because it looked interesting to have a large Miscanthus sinensis in my office, but since it loves sunlight, it gradually lost its vigor after being indoors all the time.
We decided to give it over to a room with a balcony to grow in search of light.
They will cut off the long, thin, dead leaves, check the rooting, and figure out how to adjust the soil.
So, as I work on various plants, I look back over the year's growth.
Of course, each room with plants is a natural place for members to grow.
Before I formed my company, I had seen surveys on entrepreneurship and management conducted by chambers of commerce and ministries.
A quick look at the company's three main problems: inability to attract new customers, inability to hire good people, and cash flow difficulties.
I thought that would be true, and also wondered why it all boils down to these three.
Can't hire good people because of cash flow difficulties?
Is your cash flow so low because you can't find new clients?
Is it because you don't have the right people?
We will continue to deepen the information to make it more useful to us.
Assuming that you have three countermeasures to deal with A) inability to develop new customers, B) inability to hire good people, and C) cash flow difficulties, the lack of funds in C) is just a matter of not spending money for the time being, and the inability to hire good people in B) is just a matter of doing your best for the time being.
What remains is A) to develop new customers. The idea is that as long as we can manage this task, we can do something about it.
However, after all this time, I finally realized that I do not have a proper understanding of what a "new customer" is.
We use them because we don't know what they are more than words.
The word "new customer" is also from the seller's point of view, so I really need to imagine a better image of the person with whom I am signing a contract.
Then again, new challenges arise.
What is the expectation that makes you want to sign a contract?
What is normal satisfaction after signing a contract?
What is above-normal satisfaction?
Is it better if the above-normal satisfaction lasts forever? etc.
Running a company allows us to create our own agenda as much as we like, and that can be fun.
March 24, 2021
There is a theme called the subtraction series, which involves subtracting "what seems most important" from "what is obvious" and seeing what is left.
It is like what happens when you take the red bean paste out of anpan.
You are free to think about whether it will be just bread or air anpan.
I quote at the beginning from a book that considered what would happen if we subtracted year-over-year sales and quarterly targets from capitalization.
Since childhood, I have been saved by numerous creators.
omission (of middle part of a text)
But when I jumped into the workforce, I realized that people in the "creative" professions in all industries were tired.
The reason for this is that the economy is eating up the talent that we have.
omission (of middle part of a text)
But on the other hand, I think people are beginning to notice.
That it is not all about meeting numbers such as 10 "1%" sales over the previous year or meeting "quarter" goals.
With a shrinking workforce, shrinking domestic market, and widening disparities in many areas, we are running out of breath and will collapse if we only try to meet our short-term goals at full speed.
One junior student tweeted this to me.
Where the hell is capitalism headed?"
One answer is "capitalism" - "sales and profits" = "realizing the importance of minorities."
Sales and profits, if left alone, will approximate the focus on the majority in terms of efficiency, so there will tend to be less consideration for minorities.
This may also be the reason why a setting like the SDGs is daringly necessary.
There is no particular answer, but if you subtract "dreams" from "life," "your rights" from "society," and "president" from "company," you will notice things that you may or may not have seen.