Mogic considers

breaker fails and one's bones sink deeply into one's body

When I first started my business, I used to drop breakers in one of the apartments I rented.

If you turn on the air conditioner, put 4 computers on the floor, and boil water, it will go down quickly.

I fell in and out of it too many times a day! I was so mad that I started learning electrical engineering.

I fantasized about eventually increasing the amperage, putting a server there, and turning half the room into a data center, but I soon realized it was a foolhardy scheme.

If you think about it, it is obvious, and lives are at stake.

Because you can be in immediate danger or you can be in gradual danger.

If electricity leaks, it can cause an electric shock, and if the resistance increases with age, sparks can fly.

Thanks to the breakers dropping too much back then, I now know my way around electricity: distribution boards, power boards, RCDs, breakers, grounding, VVF cables, crimping pliers, and joint boxes.

When starting something, momentum is important.

It is equally important to understand the background and to inspect and maintain it, without wanting to be numb to it anymore.

Security starts with education

We have received third-party ISMS certification for the handling of information assets.

I'll leave the details to the press release.

https://prtimes.jp/main/html/rd/p/000000090.000004876.html

We had formed our own risk audit committee several years ago to check this and that, but we decided that this would be difficult to communicate externally, so we started the committee in April of this year.

Reference Article] Sexual Malpractice and the Audit Zanmai 2021.11.15
https://www.mogic.jp/philosophy/?aid=12823

Even though LearnO Services is celebrating its 10th anniversary and is in the midst of rebranding its services, we were all able to work together to maintain the service.

Since we are involved in the educational IT business, we will continue to take all possible educational measures to ensure information security so as not to be in the dark under the lamp.

Ask Money Literacy

It seems that everywhere in the world, people are uncertain about how to handle money, and people interviewed for an international documentary program said, "Paycheck to paycheck, because this country (despite being a developed country) doesn't teach money literacy at all. （People interviewed for an international documentary program said, "Paycheck to paycheck, because this country (despite being a developed country) doesn't teach money literacy at all.

I have been hearing more and more about financial planning in Japan, but I suddenly became concerned that I may not have actually had a firm grasp of what money literacy means.

So what is money literacy to those around you? I asked them.

I think it's important to keep track of all the money coming in and going out, as well as the money remaining on hand. People don't see a breakdown of the taxes deducted from their paychecks.

It's the ability to think about what it means when you spend money. Money is something that you can spend as soon as you feel you want it. It's whether or not you can think about what it will be useful for and how much and when before you buy it.

'You have to understand early on the three major expenses of life. Education, housing, and retirement require a long time to prepare. You have to have time on your side."

"It's whether you can color the money yourself. The same 100,000 yen can be 100,000 in savings, or 50,000 for my future skills plus 30,000 for gifts to those around me plus 20,000 for investments, I'm free to do whatever I want."

The results were surprisingly staggering.

The fact that the answers are so varied probably means that they are so difficult.

Since this is a type of talk that is as invisible and undefinable as health, happiness, and joie de vivre, it seems to me that it would be a good idea to at least spend some time discussing it with others to gain a better understanding of it.

Chord progressions you don't know yet

I am creating an accordion chord progression for a company event.

I started a week ago out of necessity and was able to do a little.

As I was doing this, I realized that it had become much easier to start something I didn't know compared to the past.

You can order an instrument with a click of a button, quickly search for sheet music online, watch a different video if you don't understand it, inquire if you have trouble, upload the video if it works, and connect with someone's comment.

In the past, I would look for a music store in the next town, go there and find that it was closed, go there the next day and find that what I wanted was out of stock, order it and find that it was a little different from what I imagined, practice in front of limited sheet music and get stumped.

So, the time has come for a good day to come up with a good idea.

That said, it is unfortunate that it is not always possible to master one new thing after another.

Just as the time and effort required to get started has been shortened, the internal barriers come one after another without mercy.

It's like being interested, starting to do it, getting confused, getting bored, accomplishing a little, but not achieving anything significant, being disappointed by someone who is good at it, and preparing many plausible excuses to forget about it in frustration, and then realizing what to do after all.

It seems that no matter how much the environment improves, in the end we still have to find ourselves unknown and expose that progression in a faltering manner.

Three-tier management issues

The biggest bottleneck in creating an organization is probably the three-tier management problem.

There are superiors and there are subordinates, this is a two-tier system.

There is the boss's boss, the boss's boss, and the subordinate's subordinate, which is the three levels.

If it's your own direct subordinate, it's easy to advise, "Do this." but not if it is your own subordinate's subordinate.

The reason is that there are more people to begin with, and it doesn't make sense in the long run to teach by jumping through the hierarchy.

And, as you may have noticed, the three-tier management is much more difficult because all the targets are not visible.

This becomes a bottleneck in organizational development.

Because of the high degree of difficulty, no one can handle three levels of management so easily.

Furthermore, there are few third-level positions themselves, so there are limited opportunities for training in practice.

A simple formula will show that the speed at which the organization grows as the workload increases will lightly overtake the time required to develop the three levels of management skills.

We do not know exactly what kind of frayed edges will appear in the organization as a result.

But it doesn't hurt to make a lot of simulation models of the organization in advance, and we can discuss the possibilities.

Think softer.

When I was a child, I was told, "Tick-tock head. You think too hard. Think more softly.

I don't know now whether it was a popular word at that time or not, but only the hard/soft sensor remains.

The organization of a business, especially a company, tends to be a hard and seamless story, so it is the easiest place to work on.

Follow successful precedents, research other companies' strategies, find replicability and streamline, set KPIs and fast-turn PDCA cycles, continue to grow month over month and year over year, use recruitment strategies to attract the best talent, prepare agendas, minimize meeting time, communicate openly, and meet departmental and individual goals every three months. Meet departmental and individual goals every three months.

We are our own company, so we can tap, stretch, knead, and change those things as we like.

third year after the stone age

The first year they are fearful, the second year they get used to it and make big mistakes, and the third year they think they have it all figured out and stagnate.

Whether it is good or bad, this law comes into play when you start something.

First part-time job, new hire, first manager, first start-up, newly launched service.

I am careful as a cautionary tale because I am what I am.

Three years on a rock is a saying, and I believe that if the momentum is still going strong after three years and we can sense sustained growth, we will have done well.

With that in mind, I think it's okay to discount the dilly-dallying and meandering until the third year as part of the experience, as well as the pissed-off and depressed.

Rely on your instincts and see where it takes you.

A friend I hadn't seen in a while asked me, "How do you run your business?" I was asked.

Before I started my own business, it was a mystery to me how I would run it too, but now I understand.

I know it sounds like a lie, but I have to rely on my instincts.

Do this and that first.

It doesn't matter what is written in books, what people tell you, or what is inside or outside of your specialty.

Try to get people involved.

We do things we don't normally do.

Results.

Yeah, I think I screwed up a lot.

I'll think of something soon and do it again.

This is a bit of a mistake.

Then I'll speed it up and try to reproduce it.

It's a different kind of failure because it changes your perspective.

Fill in all kinds of mistakes with all kinds of failures.

Even if it fails, do not change the pace and keep it moving all the way.

Up in the mountains and down in the valleys, problems disappear like fog clearing.

Then we'll go back to chasing dreamy themes.

I'm just going on a hunch and seeing where it takes me."

I replied.

And a further question.

I get the vibe from your blog that you seem to be having fun, but isn't it hard to hire people?"

This is often misunderstood, so I have an answer ready for you.

It's hard work, so I think about it very seriously and do it with cutthroat determination.

We are not aiming for any kind of relaxed or laid-back management.

It's easy to see it that way as a result, but it's not.

The density of information is so high that it has to be slow and steady, or people will get tired of it.

It's easy to be misunderstood when you only cut out the relaxing moments.

A lot of freight runs on a number of tracks.

I'm having fun trying to connect them in a rhythmic way."

And.

The conversation ended with, "Oh, I see, I guess there are some tough spots.

On the way home, I found myself a little relieved and remembered that it was an endless profession.