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 that "making mixed juice in the evening" is meaningful in itself, it's that the way you refresh yourself in the evening can have a significant impact on your performance.
At Mogic, the office starts at 10:00 a.m. and we concentrate for two hours until lunch.
After that, if I start working at 1:00 p.m., I will continue non-stop until 7:00 p.m. if things go normally.
However, after collecting data for a long time, I felt that they seemed to lose their concentration between 4:00 and 5:00 pm.
I thought that I would be more productive if I could spend 30 minutes making drinks or food while having a good time, so I do something at least three times a week.
We've been doing this for more than two years now and haven't had any problems. In fact, I think it's good training for the younger generation as they twist their heads to make it look like fun.
When a person has to take time off work due to something unexpected, or has to ask someone else to do a job for him, he feels vulnerable and a little guilty about his position.
For example, if you are raising a child, you may be called home suddenly from daycare, or you may have a high fever and have to stay with the child for several days to take care of him/her.
In reality, I have nothing to feel guilty about because my family comes first, but if it keeps happening over and over again, I feel like I'm putting a burden on the people I work with, and I start to feel weak and sorry.
It is important for people who work in the same place to "help those who are vulnerable.
However, if your workplace has too much work and you are pressed for time, you may not be in the mindset of "helping those who are vulnerable" because if someone takes a day off, someone else will be affected.
If we take this into account, we need to consider it as a problem for the entire team or organization rather than an individual issue.
At Mogic, we check each other's work, change our business model, reorganize our teams, and try everything to make sure that no one's work gets overwhelmed or overwhelmed.
The empty room in the basement was originally a theater room, but since no one was using it, we decided to turn it into a bouldering room.
Bouldering is a sport where you climb up a high wall with countless hooks, reaching out and putting your feet on them, and this is an attempt to do it underground.
Then, how to make bouldering walls and hooks, we decided to use our specialty, D.I.Y., and asked the woodworking department (our in-house special technology department) to do it.
As for the order, the first thing is safety. This is important, because it would be a disaster if the whole wall fell down.
The next important thing is to make it not just a wall and yay for climbing it, but something that tickles the curiosity of "hey, how do I climb this?
After several hours of ideation and strength design, construction is expected to begin soon.
At the same time, the craft room on the 4th floor (where the woodworking club has special equipment for crafting) will be half renovated as a new cutting machine will be arriving.
Thus, the Mogic office is redecorated at least once every six months.
Mogic's offices are connected by a spiral staircase from the first basement to the fourth floor.
It would be easier to clean if it was just one floor, but in Shakujii, there are very few office buildings with large spaces.
However, there are some good things about having separate floors, and one of them is that you can change the theme of each floor or room to create a variety of impressions.
So far, we've created an atmosphere based on everyone's favorite movie motifs, such as vintage and metallic in the basement, American casual on the first floor, and inside the spaceship on the second floor.
This time, we wanted the stairs to be a little more exciting, so we added a lot of colorful butterflies to match the Mogic colors.
He wanted to express the image of blowing through from the bottom to the top with the butterfly.
These small ideas are born, disappear, and are born again.
One thing I noticed when I was told by an outsider was that we often have discussions all over the place. Regardless of their position, whether they are executives, employees, or interns, they come up with ideas on the theme, give it a bad name, expand the rationale, and contribute to the path to the conclusion.
But basically, the ideas that I put forth are rarely adopted and are buried.
So many ideas come up that it becomes the norm. You will never feel that your opinions are ignored or denied.
And every time I was asked, "Have you had any questions lately? If you say "no," they will ask, "Is it true that you don't have that many questions? If I say, "No," they say, "Are you sure you don't have that many questions? If I say "no," I am sometimes asked, "Is it true that you don't have so many questions?
We do not receive one-sided instructions from anyone, but rather ask and answer questions thoroughly if there is anything that concerns us.
In this way, aspects that the requesting party was not aware of will come to light, and the process will become simpler and simpler.
To keep things simple, they seem to be the first to discuss it.
In Mogic, people say things like, "That problem is intricate and troublesome, so let's stop it," or "It's too hard to continue this flow, so let's eliminate it.
In layman's terms, when I get a problem that I think is difficult, I try not to take it at face value.
If a difficult problem can be made into an easy one, it will be solved, and if it cannot be made easy, it will be discarded.
If the problem is in a textbook, someone has solved it in the past, so you can challenge yourself with more difficult problems, but in the business world, most of the problems are new, and I think there are more problems that you can't solve.
If I try to force myself to solve many problems that I can't solve, I will stop, and someday I will put a burden on someone else, so I try not to solve such problems.
The CDSF (coined word) is a process that often takes place at Mogic, where teams work together to come up with new services and events.
There is no such word as CDSF in the world, but it is named so by an acronym.
On the other hand, PDCA is a framework that is generally used to run business successfully.
P = PLAN, D = DO, C = CHECK, A = ACTION. In short, it means to plan, do, evaluate the results, and improve.
PDCA tends to put a lot of emphasis on "making the plan first" and "measuring the numbers," which may not work well when creating something that has never been done before from scratch.
This is because they are trying to do something they have never done before, so there is no precedent and no way to "plan" for it.
If I had to make a plan, it would be more like a plan to clarify the purpose by February 1 and find the means by February 10, and if I can create the purpose by February 1, it will be OK and the quality of the contents will not be discussed that much.
In the case of teamwork-type projects, which are common in Mogic, the order is different from PDCA: C=CONCEPT, D=DISCUSSION, S=SYMBOL, F=FEEDBACK.
One person comes up with a concept first, and then the whole team discusses it from various angles and expands the information.
Next, the creator selects and chooses from the expanded information, creates a small symbolic object, and the whole team discusses whether it is interesting or not, and rethinks the concept.
In other words, instead of checking and improving the accuracy of the PLAN, it becomes a process of testing and remaking the preconditions of what you want to create, which may seem similar but may not be.
We didn't put much emphasis on milestone events, but a few years ago, some of our members started asking, "We want to do this for our 10th anniversary," and "When do we start the 10th anniversary?
There were so many voices that I said, "Okay, well, let's give it a try," and it turned out to be a grand idea: "Let's start a 10th anniversary project every month throughout the year, starting with the ninth year! It turned out to be a grand idea.
Something is going on here and there in the company at the same time, such as making all the calendars that we devise every year and make them the first one for the 10th anniversary, or making the New Year's greeting application more enthusiastic.
The working members seemed to be enjoying themselves, and I thought that this 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.