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

Recommendations for Ultra Light Company

One style that walkers are familiar with is the long trail, or ultra-light.

Long trails are like walking journeys that originated in the United States, and they are a long way to go at will, without the strenuous load of mountain climbing.

On the way, you can have a good meal, look at the scenery, or walk in silence.

The Ultra-Lite is a lightweight piece of equipment gear that has been developed in recent years to make it extremely light and easy to operate.

Establishing and operating a company is a long road.

I wondered if it would be better to keep the equipment as light as possible, choose our own path, and enjoy stopping and going along the way.

That's the recommendation of the Ultra Light Company.

By reviewing all of the common sense that is generally required to run a company, we lighten up to the extreme and spend our days talking and reviewing and choosing the solutions to the world's problems that we want to contribute to.

We are conscious of limited resources, limited time, and working with limited resources.


A brilliant, no overtime atmosphere

Mogic is on time at 7:00 p.m. By 7:05 p.m., half the people are gone.

More than half of them bike to work or walk to work, so you'd expect them to linger at the office and talk, but on the contrary, they return home quickly and gracefully.

And before 7:30 p.m., there will be no one there.

Sometimes people do something before 8pm, but it's hard because you have to check all the doors from the fourth floor to the first basement by yourself.

Therefore, it is still more profitable to go home with everyone else when they are about to leave, so the mood is to leave early.

We have been able to ban overtime since the company's inception, and that hasn't changed now that we have more people and much more to do.

I think that's our style.


After graduation, who will bear the cost of education

In Japan, everyone has access to education until they graduate from school.

However, I wonder who is bearing the cost of education to live successfully in society after school.

Will it be a company or an individual?

A recent global research report shows something of a big divide between companies saying they lack the talent they want and students not being able to find jobs in the companies and jobs they want.

The bottom line is whether companies or individuals should bear the cost of training to become the people they are looking for.

We always hypothesize that if the cost of education were cut in half or 1/3 of what it is now, companies and individuals would be willing to pay for it.

I believe that one of the roots of the problem of accepting a growing number of refugees into Europe is also tied to how well the language and job education works.

We need to examine every aspect of the investment activity of education, which will become even more important in the future.


Strategic skin feel in the organization and move on their own

I wanted to give it the enigmatic title of Strategic Skin Feeling, but it's a bit difficult to write, but...

I think it would be stronger if all members understand what companies are doing and not doing, what they should be doing and how they should respond to changes.

I feel that if you don't think about what each of us should be focusing on on a daily basis, and think about what we should be trying to do, and if you don't have the soil to accept failure, then it won't grow.

Do it! Do this! The first thing that comes to mind is to see if everyone is trying something new, even if it's a commonplace task, which is very effective in the short term, but when the conventional rules don't apply, we get stuck in a hurry.


A sense of speed, not defining the focus

In the basics of business strategy, the principle is that you get speed because you focus on something and dig into it, and you can beat the competition by breaking through to a point.

But it's hard to explain why focusing on one point is really a reason for speed and a reason to be competitive.

By narrowing it down to a single point, you run the risk of stopping to think, and by narrowing it down, you wonder if the maximum damage is done when the field of battle is shifted.

Even if you don't set the focus, it's nice to have a sense of speed, because it's a good place to be.


Riding on Uncertainty

It's a bit of a relief to make a plan exactly two weeks from today, but it comes close to ruling out the happenings and opportunities that will happen within the last two weeks.

If it's in an environment of high certainty, it will work, and if it's in a situation of high uncertainty, it's a big risk.

Likewise, I wonder how much risk there is in making a business plan "now" for the year ahead.

If uncertainty is synonymous with unpredictability, then it is also important to develop an unpredictable methodology.


Imitated = industry leadership, going beyond

Recently, I was consulted by a pioneer in a certain field of e-commerce.

It's frustrating that the products and methods we've worked so hard to carve out are being copied by other companies. What should we do? This was the content of the

One of the conclusions I came to after talking about it was, "But from a different perspective, being imitated is an honor in itself.

If you think about the sentiment that you're trying to imitate, the reason why you do it is because you implicitly recognize that it's good and because you feel it has potential.

This is because you don't mimic what you feel is a bleak future.

So I concluded that when you can imitate it, you can boast that you are a leader in the industry.

This is also what Drucker said, and I think if you can't imitate it anymore, you'll feel sadness about the loss of leadership.

If we look at this event from another angle, it may be quite normal in this day and age.

Looking around the world, one good idea seems to boil to red in an instant, even if that time is a blue ocean.

Whether it's the traditional cab industry and Uber conflict in the UK, the bike rental business in China, or bike cabs in Indonesia, the same thing is happening.

In an era where that is the norm, I think the question we should ask is what to do next.


Where is the fun in doing the job?

For example, if you have a task to "create a document," you will be motivated if you can reach someone's heart and convey something to them in a realistic way.

However, I think that just "creating materials" as a task to be done is unlikely to motivate you to do anything other than personal goals, such as the speed and volume of production.

When I'm working on a project as a team, or in a departmental meeting, I often think of little tricks to make people aware of the various aspects of delivering this message to this person.

Anyway, as soon as you are at the office, everything becomes "cured as work to be done on time" and you lose your sense of fulfillment.

We will ask ourselves every day, what is it really worth doing and what is it worth delivering to whom?