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.
At the beginning of a project meeting, I always start with a few minutes of "small talk" from the facilitator. It is surprisingly difficult to give a small talk; you need to set the theme yourself, and you need to have a beginning, middle, and end.
I think the content of the small story itself can be anything. But naturally, something about the person's life over the past few days comes through in the small story. What did they feel, what did they enjoy, what did they wonder about in the time leading up to the meeting? If you were to go into the meeting unconscious, you would be stuck in the meeting for the umpteenth time, and the members would laugh at you.
I'm hoping that the week of having to tell small stories will build up and train me to live consciously in the present.
What I feel every day is that the situation around us and the issues that arise are becoming more complex and challenging every year.
It would be easier if there was a clear dividing line between complexity and simplicity, or if there were some sort of alert (warning) when the boundary was crossed, but the opposite is true, and the problem is made more difficult by the fact that it is impossible to know where complexity begins and where simplicity begins.
One thing we do know is that more people will make mistakes in situations and tasks with increased complexity.
It also tends to increase the number of mistakes for many people continuously.
Considering the huge increase in the amount of data now and into the future, and the fact that IP addresses will be assigned to everything, it is inevitable that the situation will become more complex than usual.
So, how do we as an organization deal with the complexity that is coming from the future, I think we need to look ahead a few years and deal with it.
Whether the complexity is handled by one talented person or by a team, we continue to search for the latter.
Many people think of criminal psychology when they think of profiling, but in general terms, it can be described as "a method of determining the characteristics of people who behave based on the results of exhaustive analysis.
What is profiling a business?
Business is the process of selling services and goods to someone in the future that is yet unseen.
What if "someone in the yet unseen future" could be 100% predictable at this stage?
It makes it very easy to do business.
But of course, we cannot predict 100%.
However, if there are two people, one who can see only 10% of the future and one who can see only 30% of the future, which one has the advantage?
So how does the difference between 10% and 30% come about?
And is it possible to make that kind of difference in business? I ask the question.
Perhaps what makes the difference is a matter of awareness of whether or not people are thinking in a way that allows them to see what ordinary people cannot see, and I believe it is possible to practice this through teamwork in business.
As the number of internal members has increased over the past year, I have been thinking about teamwork and education.
It is also becoming an important issue for companies that provide e-learning systems.
One important question is: When do people most want to learn for themselves? One important question is when do people most want to learn for themselves?
Even if the training curriculum is rich and advanced, it is meaningless if the learners are not prepared for it.
The image of training = boring class tends to prevail, and it is possible that you are just taking a course without that "preparation".
First of all, it is easy to create a sense of motivation and challenge to learn by yourself when you are placed in a new environment that you have never been in before.
For example, if you have been in charge of accounting for many years and have recently taken on the responsibility of human resources, you will still have to catch up somehow.
The same is true when you enter your thirties and go from being a player to a manager.
So, before education, we need to design changes in the environment that will make people want to learn spontaneously.
If education is to take root in the company over the medium to long term, I believe it is important to create repositioning = formal and informal changes in the environment.
Communication is not necessary if you can complete the work by yourself.
However, communication is essential for two or more people to work together.
At that time, I had to think about the question: Is communication just about communicating information? The question is, is communication just about communicating information?
One of the ideals is to be able to activate the other person's brain at the same time as transmitting information.
I'm quoting something that I thought was exactly right in the sentence about productivity that the Lifenet person mentioned.
A long time ago, I attended a lecture on improving labor productivity by a Swedish scholar, who said that the improvement of labor productivity can only be brought about by the functioning of the cerebrum of employees. The only requirements for the cerebrum to be active are (1) to be happy and excited, (2) to be surprised (stimulated) when confronted with a completely different organization and culture, such as M&A, and (3) to work intensively in a short period of time.
This was more than 20 years ago.
I am constantly testing the hypothesis that if we can design communication in a place called a "company" where many people work at the same time, so that communication itself can be "(1) fun and exciting, (2) surprising (stimulating) when faced with a completely different organization and culture, such as in a merger and acquisition, and (3) focused work in a short period of time, it will semi-automatically lead to increased productivity. We are constantly testing the hypothesis that if we can design a system that allows people to (1) be surprised (stimulated) when confronted with a completely different organization and culture, such as an M&A, and (2) concentrate on work for a short period of time, it will semi-automatically lead to increased productivity.
As a general rule, Mogic forbids working on weekends and holidays and tells employees not to work overtime on weekdays.
The reason for this is clear: we want to keep improving our productivity.
Suppose that you work twice as many hours in a day by working overtime. The amount of production will double.
However, it is not possible to work twice as hard the next day. Therefore, the continuous increase in production will disappear in one day.
Since we want to improve our productivity as much as possible each and every day, the time we produce should be fixed = during business hours.
In this way, it is possible to measure how much more you can do and how many new things you can create in the same amount of time each day.
How much more can you do than you did yesterday in the same amount of time each day?
I think we have to ask ourselves tough questions every day.
When you first approach someone, you rarely make a specific request.
Can you take the Art Deco idea of a certain building in Manhattan and reinterpret it in a modern way?
Can you create a design mockup of the borderline between the 20th and 21st centuries that lurks in the Shanghai nightscape?
Can I ask you to redefine the spatial expression of ikebana-like gaps once again, based on the difference between Japanese ikebana and Western flower management?
This is a vague request.
I believe that such challenges will make people take them seriously.
It involves creating personas, deciding how to target them, and testing their reactions.
We don't do that form of marketing, we try to market the opportunity.
What is marketing an opportunity?
I believe it is a way to capture in real time the unimagined "opportunities" that suddenly arise and emerge in the midst of rapidly changing information distribution channels.
It is important to strategize and create materials once a year or once every few months, but we need to reconsider whether such a time-lagged approach is really optimal.