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'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.
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.
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.
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.
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.
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.
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.
This is especially true for IT-based businesses, but you can't see it in your hands.
Once the power is snapped off, there is nothing but people, desks and office floors.
However, when you turn it on, many things become possible. Marketing, branding, accounting, design, development, etc. will start to work with people.
Every day, little by little, we build up invisible assets, such as how to proceed with a project to create our own service, how to brand it, and how to train new interns after they are hired.
Since it is invisible, some people will not be able to resist wanting the results, and others will find it difficult to understand what assets are being managed and how they are generating returns.
In order for this to become clear to the members, I think it is necessary to take some time and tell them, "Look, it's because the invisible assets are spinning" when they feel a sense of "why things are gradually getting easier" or "why the results are gradually coming out".