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.
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.
Many people think of criminal psychology when they think of profiling, but in general terms, it can be described as a method of determining the characteristics of people who behave based on the results of exhaustive analysis.
What is profiling a business?
A business is the flow of selling services or goods to someone in the future that is still invisible.
What if "someone in the future that we can't yet see" could be 100% predicted at this point in time?
It makes it so much easier to do business.
But of course, 100% is not predictable.
However, if you ask someone who can see the future only 10% of the time or someone who can see the future only 30% of the time, which one would be more advantageous, the latter.
So how does the difference between 10% and 30% come about?
And is it possible to make such a difference in business? And ask the question.
Perhaps what makes the difference is an awareness of whether or not "ordinary people think like they can see what they cannot see," and I believe that it is possible to practice teamwork in business.
As we've added more members within the company over the past year, I've been thinking about teamwork and education.
It has also become an important issue for companies providing e-learning systems.
One important question is when do people most want to learn on their own? This is what it means.
Even if the training curriculum is rich and advanced, it is useless if the learners are not "prepared" for it.
The image of training as a boring class is often prevalent, and it is possible that you are just taking a course without that "preparation".
First, it is easier to create a desire to learn and a sense of challenge when you are placed in a new environment that is new to you.
For example, if you've been in charge of accounting for many years and recently started working in human resources, you'll still have to catch up somehow.
The same is true when you enter your thirties and go from a player to a management position.
So, it becomes necessary to design a change in the environment to make people want to learn spontaneously before education.
If education is to be rooted in the company in the medium to long term, I believe it is important to create a repositioning = formal, informal change in the environment.
Communication is not necessary if you can complete the task alone.
However, to work with two or more people, communication becomes essential.
Then there is something to think about, is communication just about conveying information? That's the problem.
Ideally, one would like to be able to communicate information and activate the other person's brain at the same time.
I thought that's exactly what was mentioned by Lifenet in a text about productivity, and I'll quote it.
A long time ago, I attended a lecture by a Swedish scholar on improving labor productivity, and he said, "Increased labor productivity can only be brought about by the functioning of the employees' cerebrum, and the requirements for the cerebrum to be active are 1) fun and exciting, 2) completely different organizations and climates, such as mergers and acquisitions. He exclaimed, "There are only three things you can do: (1) to be surprised (stimulated) in the face of the (2), and (3) to concentrate on your work in a short period of time.
This was more than 20 years ago.
In a "company" where many people work at the same time, if communication itself can be designed to be 1) fun and exciting, 2) surprising (and stimulating) in the face of a completely dissimilar organization and culture, such as mergers and acquisitions, and 3) focused on work in a short period of time, it will semi-automatically increase the productivity of We are testing the hypothesis that it will lead to improvements in