Mogic considers

Bridge to volatility.

In this issue, we will consider "productivity" for a moment as an April-like theme.

Although the term is used casually, let's start with a definition.

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Productivity
h ttps:// w.wiki/7cYh

Productivity in economics is the contribution of factors of production (labor, capital, etc.) to economic policy, or the degree of efficiency in producing value added from resources.

It is defined by the following equation

Productivity = output / input

In other words, the more output (output) from less input (input), the more productive the relationship is.

abbreviation

Productivity is an important factor in the production performance of a company or country.

Increasing a country's productivity leads to higher living standards. This is because an increase in real income improves people's ability to purchase goods such as goods and services, enjoy leisure time, improve housing and education, and contribute to social and environmental programs.
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We will create goods and services in large quantities.

I feel that this is not necessarily the only way to be productive.

If the buyer does not want to buy the goods, an excessive amount of inventory will accumulate, and if it is a service, invisible sunk costs (costs that cannot be recovered) will be precipitated.

Taking these factors into account, high productivity in a somewhat deviant sense means "more products are produced with fewer resources in the shortest possible time, distributed with a low coefficient of friction, and consumed to the maximum extent possible.

Hmmm, at first glance this seems like a good definition, but the question is how to achieve it?

It's hard to think of many things to do, so we just have to get through one point first.

We estimate that the weakest point is probably the bridge between "where more products are produced with fewer resources" and "where distribution is maximized and consumption is maximized with a low friction coefficient. The first focus of the project will be on reinforcing the bridges.

Why is that?

The physical producers interact frequently in the same place, whereas those who sell for distribution are likely to be scattered due to their characteristics, resulting in relatively low frequency of contact and high volatility as a transmission channel.

Therefore, we consider the cards (cards in hand) to be consciously kept in hand to bridge the gap between the maker and the seller, or to be systematically combined in advance.

This is the first move (lead), but you never know the trick (result) until you try it.

Logo animation, wobbly

The logo animation of the Mogic site has been changed since April 1.

Please access the top page and watch it move after a while.

Actually, the branding team decides on a theme and creates this every year.

This time, he chose "a sense of balance" from among the many Mogic-nesses.

It may seem surprising, but there are all kinds of balances.

While working on a very long-term project, he takes on a very short-term guerrilla war.

You're talking about serious business, and then you unexpectedly get into a sweet fight.

Grow computers, tablets, stuffed octopuses and plants.

All employees, part-timers, and interns will be active in the company.

Flexible hours, no overtime, enjoy your private life.

We don't have quotas or goals, but we're all headed in the same direction.

Teamwork and individual skill development.

Some are in bad shape, some are in good shape.

There are good days and there are bad days.

It would be wobbly, blah, blah, blah.

Crisp and slick.

Every day, it shakes and moves.

Oops.

Be on your guard.

I guess I shouldn't let my guard down.

Don't get used to it and don't forget your first love.

Such feelings are the essence of balance.

Tune in to your inner feelings.

I get bored doing only very long-term projects, so I set up guerrilla warfare when I think of it.

'Well, well, well, folks, spring means rush hour!' And that's a helpless way to start it off.

I would have sent out a press release in half a day, finished an IT product in a week, created an original novelty in a month, hung out at a nearby cafe for muffins and hand drips, played baseball with mosquito bites in the park out front, and almost ghost ship a radio-controlled pirate ship in the park pond in the old days.

A few of us are working in a clique and doing waaaaayyyy too much, but I always have questions afterwards.

I wonder, "Hey, how did we end up with this shape?" I wondered.

It is a mysterious thing that someone starts something and it comes together in some form, even though no one person is the driving force behind it.

A similar phenomenon, though in a different field, was found in an episode of a prominent music producer, I presume.

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Rick Rubin's creative process
h ttps:// books.jeane.jp/books/thecreativeact/

Artworks are created spontaneously and by themselves.

One wonders where the base idea came from and how the individual elements were connected to create such a masterpiece.

But no one knows why or how it happens.

Often, even the person who created it does not know.

abbreviation

We live in a mysterious world full of unknowns.

And they always speculate about it.

The only way to get out of the state of confusion is to accept the fact that the human experience is a complex one.
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Whether it is a masterpiece or not, it is a pleasant feeling when someone's words catch your sensibility and the ideas you bring to it gradually overlap.

We don't plan for it, we don't anticipate it, we don't know where it will land.

With little time remaining and no direction, even the start of the race was in jeopardy.

It's a tingly situation, so outrageous ideas spill out.

If you say that phrase a few times, it will build up naturally.

It is a sense of freedom that is difficult to experience in everyday life or in the usual business setting.

Pure experience, the feeling that everyone is enjoying the moment.

I can't describe this feeling that I am giving up.

If so, I resorted to quotes again, as in the last summary.

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Not many of us were taught as children to understand our emotions and put them first.

Most of the time, what the education system demands of us is not to care about our feelings, but to be obedient.

Our natural independence is tamed and our free thinking is curtailed.

We have many rules and expectations imposed on us, but pursuing ourselves and our potential is not one of them.

abbreviation

Our goal is to value and develop our understanding of the world around us.

Self-awareness is about having the ability to tune in to what you are thinking and how you are feeling, and how unencumbered you feel about it.

Developing the ability to expand and refine one's self-awareness is the key to creating artwork that expresses oneself.
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I guess it's a style of work that's passed down from generation to generation.

When I started working, I often kept track of the work I had completed.

I was more interested in how the work passed from person to person and how it circulated in the organization, rather than in the content of the work, so I kept the data.

March 1, 10:10 a.m. Send an e-mail request to Mr. A about the project work → March 1, 10:30 a.m. Mr. A replies that he wants to talk at the table → March 1, 1:10 p.m. Talk about the details at the table and he agrees → March 1, 3 p.m. Have Mr. A explain at a regular project meeting → ・・・ May 15 ・・・・・ → May 15, the service release is completed.

I guess they had a lot of time on their hands back then.

After a while, I began to see many things.

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Work is prone to error and stagnation as it moves from person to person.

Those who do it early always do it early, and those who do it last minute always do it last minute.

Just a few hours difference in the timing of sending out an e-mail can shift the entire process by several days.

Like, if you don't check in case you don't, or if you don't do it early enough, you can get into terrible trouble at the end of the day due to a chain of omissions.
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Eventually, you will realize something more fundamental.

Looking back, it seems obvious, but until that moment, I thought the definition of work was this.

A job is "to do the work entrusted to you neatly and as expected.

Yes, I realized that looking only at "my work" is not really work.

Because the more you look at everyone's work, the more you see that no matter how much you optimize your part, it is not within the margin of error.

Instead, I think it's better to think about the people who connect the baton far and wide and make the whole thing work.

I guess I can't keep focusing on myself forever.

(This also reinforces my dislike of task lists and personal goals.)

If the whole process becomes stagnant, you won't get great results, and at the end of the day, you may even have to do more work yourself.

Although I didn't have much evidence, I began to pay attention to things other than myself after intuitively feeling that way.

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Try to include something that will help the next person in the work you are working on.

Two or three ahead, branch out and tease out the tricks that will come into play at the end of the game.

Carefully check the facts to see what the considerations meant.

Keep in mind the work of all parties involved, not only internally but also externally.

If someone is making a request that annoys them, I'll follow up a bit.

It's a part that doesn't concern me, but if the progress looks suspicious, I'll talk to him.
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It was really an unnecessary meddling, but if we continued to do so, troubles naturally decreased and the flow of the system became smoother.

I started with a hunch, and even now I am not sure if this is the right thing to do.

Because sometimes people say, "Can we just give an unaware newcomer all the jobs that work well?"

However, I am not satisfied because this meddlesome style has been passed down to the present as the Mogic style.

The experience of "three years for peaches and chestnuts, eight years for persimmons

As the saying goes, it takes a long time for a small seed to sprout, take root, bloom, and bear fruit.

Yes, three years must seem like an "old-fashioned unit" that is hard to imagine in these speedy times.

You may have the image of an IT company that follows a PDCA (Plan/Do/Check/Action) cycle in three-month or one-month increments, but at Mogic, we often use this three-year unit without even looking at it.

They start something new with a flurry of vigor, but don't look back in the slightest after six months or a year or so.

But even those three years are only seen as the first step.

I ponder from various angles whether we are properly connected toward the 15th year, which is about five turns of three years.

As I write this, it seems too long-winded to be okay, but there is some numerical support for this pacing.

Please bear with me, as I am going to be a little long on the edges.

First, estimate the amount that should be built up per day, assuming we evaluate three years from now.

To simplify the story, we assume a linear summation.

365 days x 3 years = 1095 days, and if 1095 days is 100 points, we can add about 0.09 points per day.

If we were to evaluate at six months, then half 182 days of 365 days per year would be 100 points, adding 0.5 points per day.

If the project goes well, the difference in points accumulated does not appear to be that great.

But what if many projects don't get off the ground until the first 60 days?

If progress is slow in the beginning, how much intensity do we need to chase behinds in the remaining days?

If only half of the results per day can be achieved in the first 60 days, a six-month project would make progress of (0.5 ÷ 2) × 60 days = 15 points, and the remaining 85 points must be done in 182 days - 60 days = 122 days, which increases to 0.7 points per day.

For a 3-year project, if you do the remaining 97.3 in 1095 days - 60 days = 1035 days with a progress of (0.09/2) x 60 days = 2.7 points, you will remain almost unchanged at 0.09 points.

I've put together a rather cumbersome list of numbers, but the bottom line is that I believe that looking at a project in three-year increments eliminates the "stagnation bias that tends to occur at the beginning of a project" and allows us to more genuinely assess the social value of the business or work.

If you have a project with multiple people, communication is fumbling at the beginning, their understanding of the issues is mixed, their previous experience is varied, and they may or may not be motivated.

It's similar for individuals: they don't enjoy it as much as they first thought they would, they hit a wall and stop, and then they end up procrastinating and trying something different because they don't have any constraints.

If we can continue for three years, minus those things, one meaning should be established.

And here is a concrete example.

Mogic released three years ago, and the following is an excerpt from the history of the company

Apr. 2022 Release of the class support system, Pholly, at the lowest price point in the industry
April 2022 Introduction of flexible working hours system
Sep. 2022 ISMS certification, an international standard for information security, is acquired and released.
November 2022 E-learning system LearnO rebrands and releases management screen in commemoration of its 10th anniversary.

If you think back to how these have evolved to date, yes, 70% are good and 30% need improvement.

So, "these directions make sense socially.

What a thought!

Well, even so, it is not always a good thing to introduce such an uncommon measure.

That is why we have to be careful about negative impact.

One of these is the resource issue of the amount of cognition that can be allocated per day.

Let me try to express this with a few simple calculations.

The amount of cognition available to one person is assumed to be 100%.

When this cognitive amount is exceeded, the threshold at which the person begins to say "I'm tired~" and performance on the following day and beyond declines.

If, in working on a project that will be evaluated in six months, the amount of cognition used per person per day is 20%.

This is because we invest more resources when it comes to producing results in six months.

Then, the maximum number of projects that one person can run out of is 100% / 20% = 5 parallel operations.

If this is a project that will be evaluated after 3 years, the amount of recognition to be spent per day is about (20% per project) x 0.09 points / 0.5 points = 3.6%, discounted back from the comparison with the amount of results of the project after 6 months.

So, 100% ÷ 3.6% = maximum of 28 projects can be run in parallel.

However, it is not possible to parallel that many projects because additional cognitive capacity is required to switch quickly in proportion to the number of projects running simultaneously, and rather a high level of management structure and skill is required.

Yes, it ultimately translates into the question of "whether to fill a large amount of cognition in a small number of projects or to distribute a small amount of cognition well in a huge number of projects".

Which is the best choice?

If you ask that question, the axis of judgment should be what the workers want.

If they want to live at a leisurely pace for a long time, the best way to do so is to predict the overall load and its range over a long period of time, and to level it out well.

So you are running many thin projects simultaneously in a minimum unit of three years, while understanding the load risk of multiple switching with a small amount of cognizance.

It is difficult to explain such a background because it is complicated and hard to talk about, so when people say, "When I am at Mogic, I feel something different and my head spins so much that I get caught up in it.

Not because of that, but as an easy-to-understand motif, I ordered "fruits that require a lot of time and effort" and we all enjoyed them together, but, you know, that's just too much to say 100%.

Seeing the big picture in a mountain of work

If the snowflakes are piling up just when we have forgotten about them, if graduation signs line the streets, if the wind is blowing from the east to bring Spanish mackerel, if the end-of-year work is piling up just as it should, if the petals are falling before we have time to look at them slowly, then soon glossy black swallows will come from afar and the new year will begin, gliding smoothly along... The new year begins as if gliding smoothly by.

March and April, the time of year for something hectic.

In times like this, work comes pouring in, whether we like it or not.

I try to say "huh, hmm, hi," but there is nothing I can do about it.

I was going to say, "Let's just do our best and hang in there for now," but it didn't seem to fit! I tried to say, "Let's do our best, let's hold on!" but it didn't seem to suit my nature, so I decided to stop and bravely cut corners.

"Oh, you're going to cut corners? I thought you were supposed to give me more horsepower here."

Some may say that.

However, if we look at the origin of the word "cutting corners" in an excusive manner, it is not far off the mark.

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Cutting corners
h ttps:// w.wiki/DHVo

Tenuki is a move made at a distance from the previous move in Go or Shogi without responding to it.

In general, it is not a good idea to cut corners in the middle of a battle or in situations that leave major flaws.

However, if there is no significant damage even if you cut corners, it is an important tactic to boldly cut corners and arrive at the big field first.

They may also cut corners in order not to completely define the form, but to leave flavors and overtones for later use.
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The important thing is the prerequisite: "If there is no significant damage even if you cut corners.

In the end, if you look at the big picture of a mountain of work, it is important to determine the center of gravity, which, if misjudged, can result in a great loss and, if done well, a great success.

It is a high-risk, high-return situation that can be quite detrimental if a wrong decision is made.

Entrepreneurship is a causal, messy, and roundabout profession.

Reborn as the new Mogic

We are undergoing a major reorganization, probably the first in five years.

It will likely be officially posted on the site after April 1, but there is a lot of prep work to be done in advance.

Why now? So, I will try to describe it in a Q&A style this time.

Q: Why are you reorganizing now?
A: Because we have used up all the space in the organization we created five years ago, and it is too tight. You want to wear loose-fitting clothes.

Q: What does the new tissue look like?
A: The trunk is slimmer and the surrounding area is tappier. I hope it will last about 5 years down the road as well.

Q: What did you pay attention to when reorganizing?
A: Unlike the last time (2019), this time there is a huge business system that supports the entire company and will be extended for several years to come, so I was careful to make it easy for the workers to receive the benefits of this system.

Q: What procedure was used to decide on the organization?
A: This was also different from the last time. Rough ideas were first discussed among the chiefs and above, and then it was decided where the functions should be located to maximize efficiency, and that these areas should be tentatively handled since the system would eventually be implemented. After that, we asked all the employees for their opinions, and finally finalized the idea.

I've been writing a lot of Q&A, and it's getting a bit too much.

In another month or so, it will be transformed into the new Mogic.

For clarity, please look forward to a completely redesigned organizational chart and branding of novelties such as business cards and envelopes.

turn a quick glance

When you run a company, there are random times when things go wrong, mistakes are made, things go as planned, and things get lucky.

To be precise, I think that the distribution may be statistically expressible due to the influence of structural behaviors, i.e., organization, job classification, work flow, etc., rather than "just seeming to come randomly".

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Statistical Distribution
h ttps:// w.wiki/D6dZ

Statistical distribution refers to the distribution in a statistical population.

Statistical distributions include canonical, grand canonical, Rayleigh, Laplace, beta, Wishart, uniform, logistic, log-normal, Pareto, Dirichlet, error, hypergeometric, von Mises, extreme value, and truncated gamma distributions There are
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If daily events follow a statistical distribution, then we can build some kind of model.

Then, if you have a model, you can replace the parameters and simulate the model.

The ability to simulate states by parameters means that widths in the future can be predicted.

I think about such things, but this is of course why it is so difficult.

What is difficult about what?

We must first determine that axis to make it "statistically distributed" and do it.

For example, "I forgot to order supplies," "I was lucky enough to win a campaign," and "I was able to hire a good person." Should these be on the same plane, or not?

If you narrow it down to "forgot to order supplies," identify whether it is the frequency, the amount, the approval steps leading up to it, the relationships, or the conflict with other duties.

Assuming "forgot to order supplies" and "conflict with other work" is the main cause, we need to determine whether it is a target or an outlier, depending on whether it is a routine task or one that occurs very rarely.

But if we do too much, we are likely to be satisfied with the local optimum solution, and maybe we will take into account that if we stop working in a totally different department, this problem may not arise.

Yes, after all, when you get down to it, the goal is not to derive a solution, so I guess it is important to turn a casual gaze toward different levels of hierarchy and granularity.