Mogic thinks

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.

Representative Director Yoichi Yamane

Recommendations for Ultra Light Companies

There are two styles that walkers are familiar with: long trail and ultra light.

The long trail is a kind of walking trip originated in the U.S. It is a long way to go without strenuous load like mountain climbing.

You can eat delicious food along the way, admire the scenery, or just walk in silence.

Ultra-light is a term used to describe lightweight gear, and recent developments in technology have made it possible for us to be extremely light.

Establishing and running a company is a long road.

I thought it would be better to lighten our gear to the limit, choose our own path, and enjoy stopping and going.

That is the recommendation of the Ultra Light Company.

By reviewing all the common sense that is generally required to run a company, we reduce the weight to the utmost limit, and spend our days talking and reviewing, choosing the solutions to the world's problems that we want to contribute to.

We are conscious of our limited resources and limited time, and we are working on it.


An atmosphere of no overtime, to say the least.

Mogic's regular time is 7:00 p.m. By the time 7:05 p.m. rolls around, the place is half empty.

More than half of the employees commute to work by bicycle or on foot, so you might expect them to linger at the office and talk, but instead they go home so quickly and gracefully.

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

Sometimes people are doing something until before 20:00, but it's hard because I have to check the door lock of everything from the fourth floor to the first basement floor by myself.

Therefore, it is better to go home together when everyone else is about to go home, so the atmosphere becomes one of "let's go home early.

We have been able to prohibit overtime work since the company was first established, and this has not changed even now that we have more people and much more work to do.

I think that's our style.


Who will bear the cost of education after graduation?

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

However, I wonder who bears the cost of education for students to live successfully in society after they graduate from school.

Is it a company or an individual?

Recent global survey reports show that there is a huge divide between companies who say there is a shortage of the people they want, and students who cannot find jobs at the companies and positions they want.

In short, I wonder if the cost of education to become the kind of human resources that companies are looking for should be borne by the company or by the individual.

Our hypothesis is that if the current cost of education is reduced to half or 1/3 of what it is now, companies and individuals will be more willing to bear the burden.

I believe that one of the roots of the problem of accepting more and more refugees into Europe is tied to how well they are educated in languages and jobs.

The investment activity of education, which will become even more important in the future, needs to be examined from all angles.


Feel the strategic skin in the organization and move on your own.

I wanted to give it the enigmatic title of "Strategic Skin Feelings," so I wrote it with some difficulty, but...

I think it would be strong if all members of a company understand where to attack and where not to attack, what to do, and how to respond and move when there is a change.

I feel that if we don't have an environment where each of us thinks about what our themes should be and what we should try on a daily basis, and if we don't accept failure, it will not grow.

Do that! Do this! is very effective in the short term, but in situations where the conventional rules don't apply, people get flustered and get stuck.


No focus, speed.

In terms of the basics of business strategy, there is a principle that you can win the competition by setting a focus on something and digging into it, which gives you a sense of speed, and by breaking through to a single point.

However, it is hard to explain why focusing on a single point is really the reason for speed and competitiveness.

I sometimes think that by focusing on one point, I run the risk of stopping to think, and that by focusing, I will take the greatest damage when the field of battle shifts.

I think it would be great if we could get a sense of speed without having to set the focus, because it would be a good place to start.


Riding the Uncertainty

If you make a plan exactly two weeks from today, you will feel a little relieved, but that is close to excluding the happenings and opportunities that will occur within the next two weeks.

If the environment is one of high certainty, it will work; if it is one of high uncertainty, it is a big risk.

In the same way, I suddenly wondered how risky it would be to make a business plan "now" for a year ahead.

If uncertainty is synonymous with unpredictability, then it is important to develop methodologies that dare not predict.


To go beyond imitation = industry leadership.

Recently, I received a consultation from a pioneer in a certain field of e-commerce.

I'm frustrated that the products and methods we've worked so hard to develop are being copied by other companies. What should we do? This was the content of the interview.

One of the conclusions we came to after talking was, "But if you look at it differently, being imitated is an honor in itself.

If I were to think about my feelings about imitating something, and why I do so, it would be because I implicitly recognize that it is good, and I imitate it because I feel that it has potential.

This is because we don't want to blindly imitate what we feel is a bleak future.

So I concluded, "When you can imitate, you can brag about it as a medal of leadership in the industry.

This is also what Drucker was talking about, and I think the sadness of the loss of leadership will come out when it is no longer imitated.

If you look at this event from another angle, it may be very common in this day and age.

Looking around the world, it seems that one great idea can boil over into a red in an instant, even if it is a blue ocean at the time.

The same thing is happening in the traditional cab industry and Uber conflict in the UK, in the bicycle rental business in China, and in motorcycle cabs in Indonesia.

In an age where this is the norm, I believe that what we should do next is the question that needs to be asked.


Where is the fun in doing the work?

For example, if you have to create a document, you will suddenly be motivated if you feel that it will reach someone's heart and convey something to them.

However, "creating materials" as a mere task to be done seems to be difficult to motivate other than personal goals such as speed of creation and quantity.

When I run a project with my team, or hold a departmental meeting, I often think of little tricks that make me think, "I'm going to deliver this message to this person" in various aspects.

As soon as you are in the office, everything quickly becomes "hardened" as a task to be done on time, and you start to lose your sense of fulfillment.

We will ask ourselves every day if that is really what we should be doing, and to whom and what we should be delivering.