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.
IT-based businesses are especially so, but they can't see it in their hands.
Once the power is snapped off, there is no more than a person and a desk and an office floor.
But when you keep it turned on, many things are possible. Marketing, branding, accounting, design, development, and more begin to work with people.
Every day, little by little, we build up invisible assets, such as how to conduct projects to create our services, how to brand them, and how to train new interns after they are hired.
Some people will not be able to resist wanting results because they are invisible, and some will have difficulty understanding what assets are being managed and how they are generating returns.
In order for them to understand this, I think it is necessary to take a certain amount of time, and when they start to get a sense of why it's getting easier or why the results are coming out little by little, I think it's necessary to tell them, "See, it's because the invisible assets are turning.
Are you working? This is a title that may be said, but this is true.
For a long time now, I've been working with people who have joined the company from high school students to people in their 60s and up, and the timing varies, but I've set aside an hour once a week to talk idly.
There is no specific topic. I ask them to tell me a story or issue that caught their attention at the time, and I use that as a starting point to expand the conversation.
Typically, there are subjects such as feedback MTGs, supervisor-subordinate interviews, or discussions with mentors, but we don't want any of that rigidness.
Some of the things that have come up in the past are really disparate, such as "Why doesn't fire move, but people's hearts move?" or "What does it mean to make money?" or "Why do you never stop worrying?
I think the most important thing is what the person I'm talking to is "right now" and "what I'm really feeling," so I play with that, developing the story from various angles, whether it's this way or that.
But it's strange because somehow it's often the most memorable one day.
When promoting an idea, we often make "branches of ideas" by writing more and more associations on a piece of paper together. Circles and lines, like the famous mind map, are the most popular tools for generating ideas, but they are used differently. Several people make their own thought branches, and at the end of the process, everyone looks at their thought branches to figure out where they are connected to each other and where the team as a whole is more blank.
By doing so, we dare to discard the parts of us that we "overthink" on a daily basis, find a new challenge where we haven't thought about it, and use that as a foothold to climb again. I call it rock climbing of ideas because for some reason I feel as if I'm climbing, even though I can't see the future at all. Perhaps it's the same as rock climbing, but if you're not used to it, there seems to be a fear of climbing on and on at first.
When I was explaining this to a newcomer, I realized that Mogic has a different way of making things depending on the characteristics of its services and products.
I didn't realize that I was proceeding casually, but I didn't dare to make it a standard flow.
In some projects, the producer decides on the functional requirements, but the engineers take the lead in designing screens, including management tools.
LearnO (eLearning) customization of a project, led by a designer from the design concept
A client's service is led by the definition of requirements on the sales side
The second version of the upcoming portfolio, after more than eight months of discussion on design taste from concept to design taste, starts with a designer-led design from a feature list without a screen blueprint.
And so on.
Why this is happening is
If we work backwards from the goal of the service or product, we always think about the optimal goal, which profession and who created the starting point for the goal.
That seems to be the case.
It's a funny thing in terms of flow standardization and so on, but I think it's something very important to do.
Mogic has held an annual event called the Croquet Party in June since moving into its current office.
To begin with, we had the rooftop of the office at our disposal at any time, so we wanted to do something with it.
One evening, as usual, while we were talking about the next delicious thing we wanted to eat, the idea of putting a pile of croquettes on top of it at the beginning of the summer and eating only croquettes with a beer in one hand was born.
IT companies often have a pizza party, but it was a bit Americanized, and I felt that if you value the Japanese spirit, you should have a party with croquettes.
So we started the third annual Croquette Party on the rooftop, inviting our partners and freelancers who have been a part of Mogic.
From this year's event, the party will be held from the basement to the second floor instead of on the roof, but the number of guests has become too large, so we've switched to inviting mainly people from the Shakujii neighborhood. I don't know how the party will turn out next year, but we are planning to try something new.
One of the best parts of running a company in the Shakujii area is that it has become a place that connects the people of the community, starting with a casual talk about croquettes one evening.
Creating teamwork leadership has a lot to do with the quality of the review back to the members' output.
There are many types of memba outputs.
Design, proposals, systems, accounting documents, daily conversations, discussions in meetings, email reports, etc.
The person who organizes everyone needs to think carefully about what point to make and when to make what output.
Even a good review or advice may not reach them at all if the timing is wrong.
On a heavy rainy morning, judging by the feeling of the sound of that person opening the company door, you start talking?
Do you want to say exactly what you want to say from the beginning of your usual regular meeting?
Get some one-on-one time and start talking over soft-serve ice cream in the park in the evening?
I think it's very important.
I feel that how you can improve the quality of your reviews depends on how well you can look at them.
The first step in a project meeting is always to ask the facilitator to give a "short story" of a few minutes. Small stories are surprisingly difficult to tell, requiring you to set your own theme and an introduction to the story, from a bit of prelude to an ending.
I think the content of the little story itself can be anything. But naturally, that little story will reveal something about the person living in the past few days. What did you feel in the time leading up to that meeting, what did you enjoy, what did you wonder about? If you go into a meeting without thinking about it, you'll get stuck in a meeting for the umpteenth time, and the members will laugh and poke fun at you.
I hope that the week that I have to tell a small story builds up and trains me to live consciously in the moment.
Every day I feel that every year the situation and the challenges that arise are becoming more complex and challenging.
It would be easier if there was a clear demarcation between complexity and simplicity, or if there were alerts when the boundaries are crossed, but the problem is made more difficult by the inability to know where the complexity begins and where the simplicity begins, and vice versa.
One thing we know is that there are more people who make mistakes in situations and challenges of increased complexity.
It also tends to continuously increase the number of mistakes in many people.
Given the huge increase in the amount of data between now and the future, and the fact that everything will be IP-addressed, it's inevitable that the situation is going to get more complicated than usual.
So, I think we need to look ahead a few years to see how the company as an organization will deal with the complexity that is coming in the future.
Whether the complexity is handled by one brilliant person or a team, we continue to explore the latter.