Mogic considers

The end of seemingly endless options

There is rarely any rustling or flapping within Mogic.

It would be fair to say that they are taking it easy, but from a management perspective, I believe it is because they are not "responding to the work at hand.

Don't make decisions today about what to do today, but consider today the possibility of choices that are far over the horizon.

If you ask, "When do you mean far in the future?" the answer is, "At least six months, at most a few years, and likely to happen a decade from now.

As I mentioned in my previous article, "The Experience of Three Years for Chestnuts and Eight Years for Persimmons," I take the long view anyway.

Then why do you think so far into the future?" If you ask me, I answer, "Because the base uses an options trading scheme, so I like a future where no one can make a quick decision.

Options trading, a term with which I am a bit unfamiliar.

For clarity, I will draw on the Greek philosopher Thales.

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Option Trading
h ttps:// w.wiki/EJEy

In the sixth century B.C., there was a scholar named Thales on the Greek island of Samos.

He was proficient in mathematics and astronomy and is said to have predicted the eclipse of the sun that occurred in 585 B.C. But he was poor, and someone cursed him, saying, "What good is your learning?

He paid some money to a man who had a millstone to press oil from olives, a specialty of the island, and made a reservation to rent the millstone during the olive harvest season.

A few months later, the olive crop that year was so good that no more millstones were needed on the island.

Thales is said to have profited from subleasing the millstones at a high price.

This is believed to be the first options transaction in world history.
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What is interesting is that the value created in the future (a large olive crop) could be reserved for a small decision today (some money).

Instead of saying, "I don't know what the future holds," I'm willing to bet a little bit on a possible future.

A little bit ahead of the curve and leave a slight sign, like Hansel and Gretel's bread crumbs.

We weigh the value of what we are willing to lose first against the value we will gain later, for the sake of the return journey we are "supposed" to take.

We receive the slightest signal in the face of the myriad forks in the road of an uncertain future.

Well, well, I dressed up like that.

I am sure the following objections will be raised.

There are so many branches of the future, you can't possibly think of them all.
It depends on whether we're talking about the future 6 months or 24 months in the future.
Twenty-seven options, three for each of the three future locations, would take days just to consider.
If you borrow too much of a small resource up front, you end up with a lot of resources.
You can't predict what's going to happen, so there's no point in even thinking about it.
"You're going to overcomplicate it, and you're going to get stuck.
I have no idea how to do it.

Yes, it's hard because we don't know.

Because it is so difficult, we have no choice but to find time to continue to create options based on this and that assumption, and when the time comes, we must take them out one by one and carefully verify them.

Because the premise of possibility is often off, we create it and then review it later, and then create it and review it again.

You can't make too much, but you can't make too little either, so you just keep going.

The options that should be created and those that do not need to be created should become apparent.

At the end of seemingly endless efforts (if this is called pure persistence), will we one day reach what we call intuition?

Aside from the results, I don't dislike this kind of thing, so I guess I'm just making it out of habit.

A Safety Net of Margins

From all over the company, I hear "make room for more space," "think about the extra power," and "make room for more room.

Of course, in terms of mental health, spaciousness is a good thing.

We can prepare well and proceed slowly.

By having more space, we can work in our own way.

What an idealistic view, but essentially derived from realistic coping.

Why create margins? What if it is not just for the workers?

The answer is to correct the organization's operations autonomously and automatically.

We use Parkinson's Law as the theoretical foundation for this.

Let's start with the famous law proposed by a British political scientist

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Parkinson's Law
h ttps:// w.wiki/mP8

Originally, the law was the result of a bird's-eye view of the British bureaucracy, showing how bureaucrats create jobs and conduct administrative operations for their own mutual benefit, hiring new subordinates to match, and how the more budget they get, the more they grow.

Parkinson's law, in a nutshell, can explain, for example, that the number of officials continues to grow independent of the amount of work they do.

The specific laws are

First Law.
The amount of work expands until all the time given for completion is met

Second Law.
The amount of expenditure expands until it reaches the amount of income

It consists of the above two components.

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Simply put, "If you leave it alone, the more you have, the more you will use.

I will try to modify Parkinson's Law a little more according to the company's business.

First Law.
In an individual, the amount of work expands until all working hours are met.

The Second Law
In a company, the budgeted expense amount expands until it reaches the budgeted sales amount.

The expected solution derived from this first rule is

The probability of overtime increases as the workload increases.
As long as there are working hours, there is no review of work that really doesn't need to be done anymore.

in Tokyo

The expected solution derived from the second law is

Even if sales are not achieved, expenses will be added as planned.
As long as there is money on hand, there is no need to reevaluate work that does not really need to be done.

in Tokyo

If you think these unintentional expansions are dangerous, it is best to limit them before they fill up and overflow.

If the current vessel overflows, then deliberately prepare a slightly smaller vessel.

The smaller vessel fills first, which can sound the alarm.

If there is time for a regular vessel to fill up, it is easier to take action.

In terms of personal household finances, it is similar to the "method of accumulating deposits by deducting money right after payday.

The salary after the deductions, i.e., the small vessel, is used to make ends meet for the month.

As long as we can do it in a small vessel, we can consider it to be working.

If it spills out of a small bowl, you know something is wrong.

If it is unavoidable because of a sudden emergency, there are ways to use the extra funds that have been accumulated.

In terms of personal work, if you plan your schedule with "extra energy" in mind at the beginning, someone will notice before you use up all your energy.

If it's company money, you can "spare" it in advance so you can quit the work you don't need before you run out of money.

Yes, margins are not just for a laid-back atmosphere or a change in work style.

From a management perspective, it is a device that sets up a safety net, and moreover, it is the starting point for an autonomous and automatic correction by the network of organizations.

Discovery and speculation on shared folders

We throw them away at will, on impulse, or after discussing it with each other.

With the momentum of the organizational change in April, I threw out what I didn't need.

There wasn't much stuff, but what there was a lot of was digital files.

It's also not a personal folder, but rather a shared folder with someone else.

If it's yours, you can throw it away and say, "Oh, oh, I don't need it.

However, if the file is in a shared folder, I can't get to it because I think, "Maybe that person is using it.

Files and files piled up with such invisible care.

It's not going to rot, it's not going to break, but we have to do something about it.

So, we looked at each other and said, "This is nice," "Isn't the date old? I said to them, "This is nice," "Isn't the date old?

What a surprise, what a shared file, almost 90% of the files are gone!

What can I say, this is the most difficult thing for people to do.

Speculation that "someone will use it" or "someone needs it."

Someone, someone, someone," and "someone you don't know" is born.

The sprawling file is littered with people who are just wandering around looking for that person.

Oh, this is becoming a spine-chilling and scary story.

There is only one way to get out of a situation like this.

I guess the only way is to not look back, but to lean on each other's shoulders.