With 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.
When I was working in my twenties, people around me told me that when I reached my mid-thirties, I would have to start practicing management because I would reach the limit of being active in the field as a player.
In my thirties, I started a new company in a new field and worked in the field, and by the time I was in my forties, the world was talking about a 100-year life.
I think that the basis of the 100-year life era is to keep learning, explore new possibilities, and work for a long time.
From that point of view, it is okay to challenge new industries, occupations, sites, and management as many times as you want along the way, leaving aside the barriers to entry into different fields as a practical matter.
In fact, if I were to devote myself solely to management from the age of 35, I would continue to be a manager for 35 years, assuming the retirement age is 70, which would be quite constricting for me personally.
On the other hand, you may feel that it is a burden to keep learning and challenging yourself in new fields.
Some people may say that life is not all about trying.
Therefore, there is one recommendation that I tell my interns.
In the meantime, start one new thing a day, and look back on the record a year later.
It's not a bad idea to try it, because it gives you a little moisture every day.
You don't have to do anything fancy, just buy a sweet you've never had at a convenience store, try using a fork with your left hand, try a new service, or say a word you've never used before.
Still, a year's worth will give you a list of 365 items.
After doing so, why don't you think about it again?
If you have a list of 365 things, at least one of them can be a starting point for something new.
The three R's required for a sustainable society are reduce, reuse, and recycle.
Reduce, reuse, and recycle to make new materials.
It is easy to think in terms of tangible objects, but what happens with invisible assets?
The most common invisible assets in a company are its brand and services, know-how and teamwork, management and culture.
First of all, we need to determine "how waste is occurring in these things" before we can move on, so we will think about that.
Wasted brands and services, wasted know-how and teamwork, and wasted management and culture.
In the case of Mogic, it's simple: "Whether or not the people who work and interact with it are easily satisfied" determines whether it's wasteful or not.
We don't want services that don't give workers a sense of satisfaction from their work, we don't want know-how that is efficient but doesn't allow workers to grow, and we don't want management that makes everyone involved shake their heads.
An example of something that was once effective but now no longer contributes is running events in the office.
Gone are the days when everyone gathered at the Corona disaster to share the fun, replaced by a new expression based on online chat and video streaming.
I also dismantled past services when I could no longer see their future potential, and incorporated the findings into the next service.
One strategy is to stop providing the service.
Being sustainable can feel static, but it can also be dynamic in the sense that we are constantly reevaluating whether our work is worthwhile.
The application tool that the engineer made for me was useful, so I started looking at it a little bit and realized that there are 500 interviews a year.
I'm surprised myself that there are so many applications for this strange company in Shakujii, .......
This is probably because most of the interviews are now online due to the Corona disaster and I can meet more people.
Online interview, online business meeting, online drinking party, online school trip, online class, online study abroad.
In just one year, the number of "online style things" has increased.
Of course, compared to before, it is still not enough, and we are still limited to not being able to see each other in person or go where we want.
However, a hundred years ago, we would have been in a situation where there was not even any information or the information was slow to arrive, so I feel a little better.
As someone who uses IT technology for business, it gave me a chance to think about what I can do the next time something happens.
In cases where the organizational structure to which people belong and the methods of communication within the organization have not changed much over the past 100 years, the organization itself may creak and scream if the information channels are open and enormous.
It is as if the body, which has been resistant to starvation since ancient times, has suddenly developed new problems in the age of gluttony.
An organization can be said to be a collection of information, so if the way information flows, including outside the organization, changes, it is necessary to create an organization that adapts to that change.
But since organizations inherit something from the previous one, inertia is stronger, and unless there is something sudden, there will not be a tide of change.
So what should we do?
It's a very difficult issue, and I don't think there will be an answer soon, so I'd like to discuss it with my members during the calm times.
As I waited for the green light at the intersection, I wondered if I would have slowed down my bike if I had known that I would have to go back more than 30 seconds and wait for the red light before turning the corner.
If I had known that I would have to wait, I would have paddled slowly instead of rushing.
If we had a curved mirror, we would have been able to see a little further, but without a way to know what the future holds, we optimize our actions with the information we currently have.
If you are heading to some destination in the near future, and the machine knows the future status of your route, it seems to me that you can arrive with an assist and a green light all the way.
Eventually, the more shopping, cooking, cleaning, housekeeping, investing, side hustles, and video posting are predicted and optimized, the closer our lives will become to algorithms.
The process becomes smoother and smoother as the best answer is chosen from the huge number of branches predicted in advance.
However, the algorithm is not a panacea and will over-optimize for the current situation, which can be fatal if it is not updated when the external situation changes.
It is like being assisted without knowing that the switching time between red and green lights has been changed.
So, while living a life made convenient by algorithms, we need to pay attention to whether the foundation of the algorithm has changed.
In addition, it is important to pay attention to whether the algorithm has been secretly changed to something malicious.
What is good for someone else can become bad for you.
As I put my foot on the pedal again, I realized that I don't have to live my life with green lights all the time, but sometimes I have to stop at red lights.
It's time to start replanting and pruning the plants in the office.
We wandered around looking at the plants, muttering about how big they had grown or how weak they were, and carried them up to the roof.
As the Golden Week holiday season approaches, the number of sunny days will increase, and working in short sleeves will be just fine, if a little sweaty.
There is a store near Shakujii that sells rare plants and trees, so I tend to have a variety of plants that I don't see every day.
Recently, the number of plant pots with good texture has increased, so if you are particular about what you buy, it will cost more than the plant, and you will be disappointed.
Pampas grass has weakened this year.
It is a plant with large ears, so large that it has a common name, "ghost silver grass.
Originally from South America, such as Brazil and Argentina, it was introduced to Japan during the Meiji period as an ornamental plant.
I bought a large silver grass in my office a few years ago because it looked interesting, but since it loves sunlight, it gradually lost its vigor indoors all the time.
I decided to give it to a room with a balcony for light and let it grow.
They will cut off the long, thin, dead leaves, check the root system, and figure out how to adjust the soil.
That's how I look back on the year's growth as I work on various plants.
Of course, in each room with plants, you can naturally feel the growth of the members.
Before I created my company, I had been looking at surveys on entrepreneurship and management conducted by chambers of commerce and ministries.
A quick look shows that the company has three main problems: inability to develop new customers, inability to hire good people, and cash flow problems.
I thought that would be true, and also wondered why it all came down to these three things.
Are you unable to hire good people because of cash flow problems?
Is it because you can't find new customers that you have poor cash flow?
Are you unable to develop new customers because you don't have the right people?
It would be an understatement to say that they are mutually influencing each other, so we will try to deepen the information so that it will be useful to us.
If we assume that there are three countermeasures: A) inability to develop new customers, B) inability to hire good people, and C) cash flow difficulties, the lack of funds in C) is just a matter of not spending money for the time being, and the inability to hire good people in B) is just a matter of doing your best for the time being.
All that remains is A) to develop new customers. It's just a matter of managing this task.
However, after all this time, I finally realized that I don't really know what a "new customer" is.
We use them because we don't know what they are, more than words.
The word "new customer" is also used from the seller's point of view, so I really need to imagine a better image of the person I am signing a contract with.
And so another new challenge is born.
What is the expectation that makes you want to sign a contract?
What is the normal level of satisfaction after signing a contract?
What is more than normal satisfaction?
Do you want to be more than normal and satisfied all the time? etc.
Running a company allows us to create our own agenda as much as we want, and that is what makes it fun.
There is a theme called the subtraction series, where we try to subtract "what seems most important" from "what is obvious" and see what is left.
It's like what happens when you remove the bean jam from anpan.
You are free to think about whether it will be just bread or air bean jam.
I quote in the beginning from a book I found on what happens when you subtract year-over-year sales and quarterly targets from capitalism.
Since I was a child, I have been saved by many creators.
omission (of middle part of a text)
However, when I jumped into society, I realized that people in all industries and professions called "creators" were tired.
The reason for this is that the economy is trying to eat up all the talent we have.
omission (of middle part of a text)
But on the other hand, I think people are starting to realize this.
I realized that it's not all about achieving a 10 "1" percent increase in sales over the previous year, or meeting a "quarter" goal.
As the workforce shrinks, the domestic market shrinks, and various disparities widen, we realize that we will run out of steam and go under if we only try our best to meet short-term goals.
One of my juniors tweeted something like this.
Where the hell is capitalism going?
One answer is that "capitalism" - "sales and profits" = "realizing the importance of minorities.
If sales and profits are left alone, they will approximate the focus on the majority in terms of efficiency, and therefore tend to give less consideration to minorities.
This may also be the reason why we dare to set up something like the SDGs.
There is no specific answer, but if you subtract "dreams" from "life," "your rights" from "society," or "the president" from "the company," you will notice things that you may have been blind to.
It's been ten years since we opened our office in Shakujii.
Recently, I've been asked a lot in interviews, "Why do you have an office in Shakujii? I'd like to explain why.
There are so many that it is difficult to explain verbally.
Why do we have an office in Shakujii?
Because it was a place with a lot of greenery and a relaxed atmosphere.
After the Great East Japan Earthquake, I thought it would be better if everyone's home and office were closer together.
There are almost no IT companies in Shakujii, and it seemed that we would soon be the number one IT company in Shakujii.
There are no other companies to compare with, and they don't seem to be working too hard.
I wanted to question the "common sense" of setting up an office in the city center.
When I thought about 20 years from now, I felt that the city center would not be the only office.
Because I wanted to do something together with local people.
I thought I could contribute to local restaurants by increasing the number of people working there.
We wanted to use the savings to provide benefits to our employees because the cost per square meter of office space is lower than in central Tokyo.
I didn't have to ride the commuter train.
In the beginning, we used to have meetings at a family restaurant in Shakujii.
In order to do something that is not common sense, you need to think about the rationale for it from various angles.
With all these reasons, there is still room for people to ask, "Why not take the plunge and go to the countryside? I'll answer that question.
A company that uses a lot of IT inevitably needs web engineers, designers, directors, and planners, so from the perspective of the economy of accumulation, it was not a good idea to set up a base in a regional area from the beginning. It is possible in the future, but we thought we should use the power of Tokyo for the first step.
It will be.
After weighing the advantages of the city center (people experiencing the IT lifestyle) against the advantages of the countryside (more space and time to live), I decided that the best place to live would be around 17km from the city center.
Well, I think I'm overthinking it, but as it turns out, I had a lot of unexpected fun when I look back on it.
And now that we have a number of subsidiaries, we will have to come up with ideas for new developments.