We are using 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.
Mogic is located in Shakujii Park, which is a very relaxing place.
The reason why I'm taking it easy is because when I start something, I start out with a shaky product, tweak it this way and that for a year, and then spend two, three, four years or more to make it a full-fledged product.
Maybe that's why I don't get too worked up about making something perfect from the start.
There are times when it might be better to be uptight, but sometimes that's difficult to do because Memba wants to enjoy a relaxed life.
The company started with just one person, but the number of people gradually increased, and at some point we started having management meetings to discuss the company as a whole.
This conference is now going to be over 200 times.
There have probably been more than 300 regular meetings for the LearnO e-learning system.
This is the fifth evening meeting to talk with the community over falafel, the fifth year for the woodworking club to make equipment for the company, the second year to roast coffee beans, and so on.
All the while, we have been making steady progress.
Even a small amount of progress is enough to move forward.
I think the real competitive advantage lies in applying a thin layer of paint, even if it's just a little bit every week, to everything, including recruitment, education, services, and the working environment.
IT companies often have a weak connection to the area where they are located.
This is because we are not selling anything to the people walking in front of our company, nor are we dealing with anything tangible.
I go to the store for lunch and buy a drink at the store, but I wonder if there really is such a thing in terms of connection.
On the other hand, there are those who say that it is not necessary to get involved with the region where you are working, but I still think it is better to get involved.
I want to share the current atmosphere with people who have similar feelings in the area where I work, and I want to brag to each other about the joy of working here.
Since the company is for-profit, it tends to be complete with workers, clients, and partners.
However, one of the feelings I want to cherish is the fact that I am able to work in a place called Coco.
There is a large space and an abundance of materials, making it very easy to assemble.
It's because I don't have to think about a lot of things naturally.
However, when the space is small and the materials are limited, assembling them can be a difficult task because it requires a lot of consideration, balance, and trial and error.
If I had to choose between the two, I would say that the latter is the one that has been able to create new value and produce unprecedented knowledge.
This is just one abstract example, but if we take the Apollo space program as a case study, we can see that there was not a lot of space, time, or materials.
That is why it is necessary to realize various innovations in a compact space, and I also feel that this is the beauty of people who push the limits.
What is a company? What does it mean to work in a company?
I believe that we can often be more creative because of the small space we keep, so it is important to keep things compact and folded.
Lately I've been coming across a lot of stories about Michael Ende's "Momo".
I'm sure many of you have already gotten the idea from the title "Time Robber".
To quote from wikipedia without spoiling the peach...
In a city reminiscent of Rome, Italy, time is stolen from the people by a group of gray men who call themselves the "Time Savings Bank," and everyone's spare time disappears from their minds.
The story of the adventures of Momo, a girl with magical powers who listens to her friends, even when they are poor, and helps them regain their confidence.
The story of Momo.
In the midst of all this, I came across an interesting book that also mentions peaches, so I'll quote some of it here.
A warning from a gorilla: "There is something wrong with human society.
The idea is that time is a cost and can be converted into money.
However, as a result of saving time through the distribution of goods and the sophistication of information technology, the time we have taken for ourselves has become subject to the same kind of efficiency.
Think about how to spend your time efficiently in order to maximize the satisfaction of your needs.
Watch movies, watch sports, go shopping, and eat lavish meals. Think about how much of what you want to do is possible with the money you earn.
But it's the same idea as the time I saved, so it will never be fulfilled.
Not only that, but the more time you have to yourself, the more lonely you will become and the more time you will have.
This is because humans are not designed to spend time alone.
omission (of middle part of a text)
They have been living a life based on reciprocity, giving their time to their friends and receiving time from their friends.
Happiness is felt with friends, and trust is strengthened not by money or words, but by time spent together.
The world is now filled with much hostility, and the number of lonely people is increasing.
It was created by the economic concept of time.
Isn't it necessary to turn this time into social time and regain the time to connect life?
Like the gorillas, I believe that hostility can be resolved by time spent together.
As with the gorillas.
In the course of running Mogic, what we see as the most important issue is "the sense of fulfillment that people feel today.
If there is something in the company today that makes me forget about time, then I think I have passed the test.
After a company has been in existence for a certain number of years and has become more organized, there are a number of things that can be done, such as morning meetings, kick-off meetings, training camps, credo and mission development, multifaceted feedback, and award ceremonies.
In addition, a moniker for organizational health may be introduced, such as a 3 or 6 month commitment and evaluation for each organization/individual.
Mogic has been in existence for less than 10 years, is organized, and has a growing number of people, but we have never done any of those things.
Probably not in the future either.
Without it, I feel that I am able to focus on creating value, not working overtime, continuing to learn new things, taking time off when I want to, automatically following up around for those who have taken time off, brushing up on services, and keeping costs down.
What are the consequences of organizing?
From the point of view of those who manage, the more people there are, the more power they have, but the more easily they fall apart, so they want to make it controllable.
As for Mogic, I hope that while we are organized, we can reduce the number of controllable parts and allow each individual to think autonomously and work together as a team.
We are very fortunate to have more than 150 students a year come to Mogic to interview for internships.
Moreover, the internship requirements are not short term like summer internships, but long and deliberate, and the longest student currently enrolled is four full years.
Sometimes they say, "Is that an internship? They also say.
There are several reasons why we accept interns, and it may sound inappropriate, but we enjoy sharing our wisdom and discussing it with them.
The joy of teaching, the joy of being taught, the joy of bringing information that we don't know to each other, and the joy of growing little by little.
There is sometimes an unspoken image that work is about putting up with hard work and doing it well.
I don't like that in any way, so I thought I would share that I can work in an atmosphere where that is not the case.
The other day, a project manager in our company said to me, "We used to think that we wanted better ideas from engineers and designers," but I think it was actually not true, and that the reason was that we had not prepared a canvas that they would naturally want to paint on.
Creating services is a difficult task.
If you add a lot of common features, you will eventually reach saturation.
Rather than being saturated with functions, the thought processes of project members become saturated.
It's a sense of stagnation, like "I can't add any more features.
However, I think this is a self-serving illusion, and since creativity is about creating new perspectives out of limited situations, the problem is more with project members who don't notice that these perspectives are decreasing.
I think it is a good team that realizes this limitation within the project and can change direction significantly.
More than 10 years ago, I was asked in a meeting by a few people, "What is the most important thing in business? I answered, "I think it's value added.
At that time, other members commented that they didn't know what it meant, couldn't imagine what it was, and that it was not immediately useful.
As the company Mogic was born, people gathered, and people came, I felt that the key was the added value.
I'll digress a bit and then get back to it, but there is a music project that has been taking place in many parts of the world recently called "Street Piano".
Street Piano http://streetpiano-jp.com/
The idea is to take a piano that has been sitting in someone's house, re-tune it, paint it, and set it up in a public place where everyone can touch it, so that people who come to the piano at that time can play it, and people walking by are somehow drawn to it.
That's not a deliberately detailed and designed setup, but just hearing the premise of it is exciting.
What's going to happen?
What can I hear?
I wonder if anyone will come? I wonder.
Common sense dictates that a piano should be kept indoors, such as in a house, and is likely to be owned by someone, and the only place to show off a performance is in the neighborhood at most.
The moment that is no longer the case is when added value is created, and that is the starting point for things at Mogic.