Mogic is a thinker.

With a combination of a small number of people + software + servers and robots
We are moving forward with a new era of company management.
I hope to share some of that process with you in this section.

Representative Director Yoichi Yamane

March 28, 2022

10 years and 1 day of LearnO service

Just today was the day we released our own service, LearnO, 10 years ago.

Although the office was still barely large enough to seat eight people, we felt that we had already made a spectacular start with the introduction of the system at a facility affiliated with the University of the Ryukyus.

Smartphones and tablets were just beginning to spread, and opportunities were everywhere.

I had no idea that there would be so many twists and turns, trial and error, and hardships before it began to sell in earnest.

The unfamiliarity of the BtoB business, the unfamiliarity of the educational IT industry, the lack of a sales force, the unknown client situation, the lack of a well-organized marketing approach, and the uncertain path to signing a contract.

Not even one inquiry per month was received.

I remember gripping the train's strap and debating whether we should do a different service or hand the system over to someone else.

I think they were still able to continue because they were proud of what they had created and had never run out of ideas and spirit to break through.

Constantly racking my brain to find a way to do something that no one else was doing, I can't count the number of times I've come up with an idea in the morning and sent out a press release in the evening.

Even now, there is still much I would like to do, but even so, I was able to make a breakthrough as my 10th year.

We have been able to come this far with the support of many people at every turn.

I would like to continue to strive for good service with the same diligence so that we can return the favor in any way possible.

LearnO 10th Anniversary page can be found at: https: //learno.jp/learno10th/

March 22, 2022

It's a long life, and it's a learning experience.

In an unscrupulous way, I had a subordinate for the first time in my mid-twenties, and I thought, what a hassle.

Once you gain experience, all you see is what the unfamiliar person hasn't done.

There is no care in that, this is not accurate, and that is not the essence of it.

I tried to point out every single word out loud, but I could hardly get the message across properly.

He understands it now, but he still does not have the foundation to accept and digest the words in his mind.

Because of this, we gradually changed the method to "cut out the work so that the person can easily notice it, let him do the rest as he likes, and comment on any difficulties he encounters.

After all, it was easier for both the teacher and the learner.

This rational decision seems to result in voluntariness, and I quote the following

Wooooooooooooooooooooooooooooooooooooooooooooooooo
The Dependence on Scolding
https://www.kinokuniya.co.jp/f/dsg-01-9784314011884

When we try to support the "can-do" attitude, we tend to set rules for what needs to be done and how to do it, such as "do this," "don't do that," and "do it this way.

Nevertheless, it will be possible to acquire knowledge and skills to some extent.

But there is a big limit to where you can get to.

The biggest problem is that they will not be able to "learn on their own".

omission (of middle part of a text)

As we have already explained, a person learns the most when that person is in "adventure mode.

And the essence of learning in adventure mode is a proactive learning style based on the desire to "do" and "want".

When thinking about learning, the idea of protecting and not interfering with the "adventure mode" is very important.

The key to getting into adventure mode is self-determination.

In other words, it is a feeling of "I have decided" or "I do".
Woooooooooooooooooooooooooooooooooooooooooooooooo!

Spontaneity, sometimes combined with individual egos, can lead to a disjointed team direction.

However, I think it's okay to say that it's just another learning experience in a long life.

March 14, 2022

When to update

One of the most commonly used terms in IT is "update.

Once you have fixed the bugs and added new features, update the program.

Once you have worked on the text and processed the video, update the content.

Updates are now commonplace, but in the days when CDs and DVDs were the norm, the only way to think of them was as packages.

The finished work is fixed as a package and does not change when it reaches the user.

Since packages cannot be changed once they leave the factory, it seems that the work had to be flawless and accurate to any degree.

The same was true of schooling at that time, where answers were expected to be accurate and the questions themselves were never stable and unchanging.

Now that we have shifted our focus from packages to updates, I wonder if we are also updating our own education.

The knowledge as we learned it as students, the way it worked in the past, the way of life that was somewhat predictable, the image of a possible 21st century society.

If things are often different than you imagined, it is time to update yourself.

March 07, 2022

What not to leave out

To create a demanding situation, they say, simply accelerate the deadline and increase the workload.

If you ask one person to make breakfast for 100 people by tomorrow, it will be done.

As the volume increases, working hours naturally increase, which brings us closer to a black working environment.

Perhaps the black work environment was not started with the intention of creating it.

Like the Roman proverb that says that even bad results were all started with good intentions in the beginning, we believe that this is one result of the spirit of creating high goals and the eagerness to do so in a short period of time.

If there is such a risk, why bother setting high goals? Some would say, "If there is such a risk, why bother to set such a high goal?

What happens if you don't set goals?

Fears that no one will do the work, that growth will stop, that the team will become disjointed, or that the competition will be outmatched.

And, having thought this far, I am reminded of the difficulty of "goals".

The issues are overwhelming: should goals be created, how high should they be set, are deadlines mandatory, should they be questioned if they are not met, should there be punishments to make them fair, should new goals be created once they are met, should there be goals that do not look like goals, and so on.

It is difficult, but we have to be careful not to constantly lose sight of "for whom and what is the goal".