Mogic Thinking

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 that process with you in this section.

President Yoichi Yamane

Making mixed juice in the evening

It's not so much that "making mixed juice in the evening" is meaningful, but rather that the way you refresh yourself in the evening can have a significant impact on your performance.

Mogic begins at 10:00 a.m. The company starts at 10:00 a.m. and stays focused for two hours until lunch.

Then, if you start work at 1pm, you would normally continue non-stop until 7pm.

But after taking data all these years, I felt that there seems to be a loss of concentration between 4pm and 5pm.

So I decided to take the plunge and spend about 30 minutes doing something at least three times a week, thinking that I would be more productive if I spent about 30 minutes making drinks and food in a hubbub.

I've already been doing it for more than two years and I don't have any problems with it, but rather, I think it's good training for young people because they twist their heads to make it look fun.


Helping the weak at that time

If you have to take time off from work or ask someone to do a job for you due to something unexpected, that person will be in a weakened position and will feel a little guilty.

For example, if you are raising a child, you may be called home unexpectedly from daycare, or you may have to stay with them for a few days to care for them with a high fever.

If this is true, I have nothing to feel guilty about because my family comes first, but if it goes on and on, I feel like I'm putting a burden on the people I work with, and I feel sorry and weak.

Trying to "help the weak" is important for people who work in the same place.

However, if the workload is too heavy and the workplace is pressed for time, you may not have the mindset to "help the weak" because if someone takes a day off, someone else will have to take it.

When you take that into account, it needs to be viewed as a team or organization-wide problem rather than an individual problem.

At Mogic, we try to check in with each other, change our business model, change our team structure, and so on, so that we don't have a bias or too much workload on any one person.


Bouldering wall under construction

The empty room in the basement was originally a theater room, but no one used it, so they decided to make it boulderable.

Bouldering is an attempt to do it underground, where there are countless hooks on a high wall and you have to reach up and put your feet on them.

Then, when it came to how to make boulderable walls and hooks, we decided to do it with D.I.Y., which is our specialty, and asked the woodworking department (the company's special technology department) to do it for us.

The first order of business is safety. This is important, because it would be difficult for the whole wall to fall down.

The next important thing is that you want it to be something that tickles your curiosity of "how do you do that, how do you do that," rather than just having a wall and yay for climbing it.

Spent several hours on ideation and strength design, and it looks like construction will begin soon.

At the same time, the craft room on the 4th floor (where there are special equipment used by the woodworkers and where they can craft) will also be half renovated because of the arrival of the new cutting machine.

Thus, Mogic's offices are redecorated on a cycle of at least once every six months.


Butterflies on the stairs

Mogic's offices are connected by a spiral-like staircase from the basement to the fourth floor.

It would be easier to clean up if you only need to use one floor, but due to the location of Shakujii, there are few offices with large spaces.

However, one of the nice things about being divided into smaller floors is that you can change the theme of each floor and room to create a variety of impressions.

So far, we have created an atmosphere based on everyone's favorite movie motifs, such as the vintage and metallic look in the basement, American casual on the first floor and inside the spaceship on the second floor.

This time, we wanted to make it a little more exciting every time you climb the stairs, so we created a lot of colorful butterflies to perch on, in honor of the Mogic colors.

They wanted to express the image of a butterfly blowing up from the bottom to the top.

Those little ideas have come and gone and been born again.


Arguments for simplicity

One thing I've noticed when people outside the company tell me is that we often discuss things here and there. Regardless of your position, whether you're a board member, employee or intern, you're going to give your thoughts on a topic, give your ideas, give your ideas a no-no, expand your rationale, and contribute to the path to a conclusion.

But basically, the ideas you put forth are rarely adopted and buried.

So many thoughts come up that it becomes the norm. You will never feel that your opinion has been ignored or denied.

And every so often, "Have you been wondering something lately? When asked, "Is it true that you don't have so many questions?", I say "No". "Why is there no question? Or so it is said.

We don't take one-sided instructions from someone else, and if there is something that is bothering you, we will ask and answer it thoroughly.

This brings up aspects that the requesting party was not even aware of, and it becomes simpler and simpler.

To simplify things, it seems to be discussed at the beginning.


Do not solve difficult problems

In Mogic, they say things like, "Let's not do that problem because it's too complicated and cumbersome," or "Let's leave it off because it's too hard to continue this flow.

In layman's terms, if a problem comes up that I find difficult, I try not to take it at face value.

If you can turn a difficult problem into an easy one, you'll solve it, and if it's not easy, you'll throw it away.

If the problems are from a textbook, I think it's okay to try harder problems because someone has solved them in the past, but in the business world, most of the problems are new, and I think there are many problems that are unsolvable.

With many problems that are unsolvable, if you try to force them, you'll stop and you'll end up overloading someone else someday, so I try not to solve them in those cases.


PDCA, not CDSF (coined word)

A common process at Mogic that takes place in a team when thinking about new services, events, etc. is the CDSF (coined word).

There is not a word in the world called CDSF, but rather an acronym for it.

On the other hand, the framework that is generally used to get the business running well is PDCA.

P = PLAN, D = DO, C = CHECK, A = ACTION, the point is to plan, do it, evaluate the results, and improve.

PDCA tends to place a lot of emphasis on "planning first" and "measuring numerically", which may not work well when creating something that has never been done before from scratch.

This is because there is no precedent and there is no way to "plan" because you are going to try something you have never done before.

If it's impossible to set up the project, it would be like a plan to clarify the objective by February 1 and find a way to do it by February 10, and as long as the objective is created by February 1, it's OK and the quality of the content is not discussed that much.

In the case of teamwork projects, as opposed to PDCA, which is often done in Mogic, the order is C=CONCEPT, D=DISCUSSION, S=SYMBOL, and F=FEEDBACK.

One person comes up with the concept first, and the whole team discusses this and that from various angles and expands the information.

The creators then make a selection of the expanded information and create a small symbolic object, which is then commented on by all team members as interesting or uninteresting, and then the concept is reworked once again.

In other words, instead of checking and improving the accuracy of the PLAN, it is a process of testing and remaking the prerequisites of what you want to create, which may or may not be similar.


Back to the 10th anniversary event

We didn't put much emphasis on breakthrough events, but a few years ago, there was some discussion among the members, "We want to do this for the tenth anniversary," and "When does the tenth anniversary start?

There were so many voices that I said, "Okay, let's do it with a bang," and he said, "Let's start a 10th anniversary project every month for the entire year, starting with the 9th year. and spectacular.

Something is going on at the same time here and there in the company, like making all the calendars we make every year as the first part of our 10th anniversary, or getting into the spirit of the New Year's greetings app.

Since the working members seem to be having something fun, I thought the atmosphere would be appropriate for the 10th anniversary.

Apparently there will also be a long interview with the management team, so I hope you enjoy it.