Mogic considers

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.

Representative Director Yoichi Yamane

2021.06.09

Things that never change

Even with the Corona disaster, my impression of the lunch break is that they are still doing what they love to do.

It could be a group playing an online game on the Switch, eating ice cream, enjoying conversation, reading a book, building a DIY desk, or putting up a tarp on the rooftop.

Naturally, the rules for preventing coronary infection are to be strictly followed.

Since many people have shortened hours, the time they leave varies, with some leaving on time and others working a little overtime.

People say that I am busier these days, but a few years ago I used to spend two hours on a lunch expedition or play baseball in the park in the evening, so I guess I feel busy compared to that.

When we asked employees who joined the company a year ago what their impression of the company was.

"Lots of non-work related books and updates."
I spend a lot of time, energy, and money on non-work related things.
"The interior design changes a lot."
"They are loose with time."
"Everyone in charge is always looking in the same direction."
Everyone goes home together.
The culture of small talk.
"Lots of internal media, or history, or records."

He mentioned many of them.

I'm trying to figure out how I should take it, but after all, the atmosphere doesn't seem to have changed in the past 10 years.

2021.06.02

That's the strange part.

Every week, we have a meeting called the Executive Board Meeting, which is attended only by the executive officers and the chief, a managerial position.

The board members do not participate at all, only the person in charge of the site.

In fact, we have never asked this meeting to proceed in this manner, in this format.

Sometimes I just throw out a subject that I think the entire company should change its flow and awareness.

There is no other set agenda, and apparently they are talking from what they should be talking about at this time.

When the number of people in a company increases or social conditions change suddenly, the ways of doing things that have worked in the past suddenly no longer work.

It would be nice if they could quickly clear up these issues through teamwork at the field level, but I leave that up to their senses as well.

When I hear glimpses of what they talked about later in management meetings, where executives also gather, I get a sense of what they are talking about.

Like in a mystery novel, where mystery leads to mystery, there may be "hidden causes" for seemingly unconnected events (quoted below).

oooooooooooooooooooooooooooooooooooooooooooooooooo
This is how the brain learns
h ttps:// www.morikita.co.jp/books/book/3513

Captain Gregory of Scotland Yard asks, "Is there anything else I should be aware of?

Holmes - It was one of those strange dog things that happened at night.

Gregory - The dog did nothing at night.

Holmes - That's where it gets weird.

Sherlock reasoned that if the dog had spotted an outsider, it would have barked.

The fact that he didn't actually bark means that the culprit must have been a familiar figure, not an outsider: ......

With this deduction, the great detective narrows his search and subsequently unmasks the true culprit.


You may be thinking, "What does that have to do with learning?" but the point is that learning is also reasoning, just like Holmes does.

Learning is, after all, the process of identifying hidden causes in order to derive the most plausible model governing a phenomenon.

In the real world, however, it is seldom clear whether an observation is true or false, only indeterminate and probabilistic.

This is where the root of the achievements of Master Bayes and the Marquis de Laplace come into play.

Bayesian theory teaches how to reason with probability and what logical formulas must be applied when the data is not complete and probabilistic about whether it is true or false.
loooooooooooooooooooooooooooooooooooooooooooooooo!

I believe that as long as everyone is able to sense the unusual and fluctuating nature of the event, it will be fine.

May 25, 2021

Novelty, good views, and greenery

We are looking for a property for a new office for our subsidiary company.

We are looking for something in the Shakujii area, but for some reason nothing seems to fit the bill.

As I look at the properties, I think that it is at times like this that the images that lurk in the back of my mind come to the surface.

If you list the various points of concern, such as door knobs that are too round, the name of the property that just doesn't fit, the atmosphere of the rooms but not enough windows, or the different objects in the hallway, you will be able to focus on what you are looking for from the opposite perspective.

As a result, what we were looking for was novelty, a good view, and lots of greenery.

Generally speaking, an office is required to have convenient transportation, a branded location, space, and IT facilities, but it was different.

Looking back, Mogic's past offices have all been designer properties, which everyone calls "cool but cold in winter and hot in summer.

If we choose the same criteria as in the past, we are likely to be opposed by those around us as we accumulate knowledge (i.e., cold and hot), but we want to do well.

May 17, 2021

Why can't we create a good "strategy"?

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.

oooooooooooooooooooooooooooooooooooooooooooooooooo
Bodies Doing Math
h ttps:// www.shinchosha.co.jp/book/339651/

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.
Woooooooooooooooooooooooooooooooooooooooooooooooo!

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

365 starting points

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

Reduce, Reuse, Recycle

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 for 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

On the tide of change

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

It's blurry, but there you go.

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 heading somewhere in the near future, if the machine knows the future status of your 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, while living a life made convenient by algorithms, it is necessary to pay attention 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.