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.
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.