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.
Every week, we have a meeting called the Executive Officers Meeting, where only the executive officers and chiefs of management are present.
The board members do not participate at all, only the person in charge of the field.
In fact, I have never asked for this meeting to be conducted in this format.
Occasionally, I'll throw out a question about how to change the flow or mindset of the entire company.
There was no set agenda other than that, and they seemed to be talking about what they should talk about at this time.
As the number of people in the company increases and social conditions change rapidly, the methods that worked well in the past suddenly no longer work.
I'm hoping that the teamwork at the field level can quickly clear up such issues, but I'll leave that up to their senses.
Later on, when I catch a glimpse of what they talked about at a management meeting where executives also gather, I can feel something.
Just like in a mystery novel, where mystery leads to mystery, there may be a "hidden cause" for seemingly unconnected events (see quote below).
The Brain Learns
This is how the brain learns
Inspector Gregory of Scotland Yard asks, "Is there anything else I should be aware of?
Holmes. - It was one of those strange dog things that happened at night.
Gregory - The dog didn't do anything at night.
Holmes - That's the weird part.
Sherlock reasoned that if the dog had spotted an outsider, it would have barked.
The fact that he didn't actually bark means that the culprit must have been a familiar person, not an outsider. ......
With this deduction, the great detective narrows down his search and then uncovers the identity of the real culprit.
You may be thinking, "What does that have to do with learning?" The point is that learning is also reasoning, just like Holmes is doing.
Learning, in short, is the process of identifying the hidden causes of a phenomenon in order to derive the most plausible model that governs it.
In the real world, however, observations rarely turn out to be true or false, and can only be indeterminate and probabilistic.
This is where the root of the work of Master Bayes and the Marquis de Laplace comes into play.
Bayesian theory teaches how to reason with probability, and what logical formulas must be applied when the data is not complete and probabilistic about whether it is true or false.
I believe that as long as everyone is able to sense the unusual and fluctuating nature of the world, we will be fine.
We are looking for a property for a new office for our subsidiary.
I was looking for a place near Shakujii, but for some reason, I couldn't find anything that fit the bill.
As I look at the properties, I think to myself that it is at times like this that the images lurking in the back of my mind come to life.
If you list the many things that bother you, such as door knobs that are too round, the name of the property that just doesn't fit, the rooms that have a nice atmosphere but not enough windows, or the objects in the hallway that are different, you will be able to focus on what you are looking for from the opposite perspective.
As a result, what we were looking for was novelty, a good view, and a lot of greenery.
Generally speaking, an office is expected to have convenient transportation, brand name location, size, and IT facilities, but it was different.
Looking back, all of Mogic's past offices were designer properties, which everyone called "cool but cold in winter and hot in summer.
If I choose to use the same criteria as in the past, the people around me will probably disagree with me because of the accumulated knowledge (i.e. cold and hot), but I want to make it work.
What kind of vision or strategy do you have for the future? I am sometimes at a loss when I am asked, "What vision or strategy do you have for the future?
This is because although I have a direction that I would like to see happen, I don't put it together in a presentation document or have a presentation meeting.
There are many directions, such as "approach education first so that it can be useful around the middle of the 21st century," "help workers feel fulfilled in their work," and "give hope to the people involved.
There is nothing more detailed than that, so there is nothing to talk about.
In general, you need KPIs, strategies, tactics, missions, and visions, but I've come this far thinking that I don't need them.
Some may argue that since the organization isn't that big, it's okay.
However, I feel that it is a little different because even if an organization is small, it will struggle and when things go wrong, they will go wrong.
I found a sentence that fits such a bewilderment, so I'll quote it here.
The body in mathematics
The Mathematical Body
When humans design artifacts, they decide in advance what is a resource and what is noise.
In the example of this circuit, each and every logic block is a resource for solving a problem, but electromagnetic leakage and flux would be considered as noise and would be eliminated as much as possible.
But that is only the designer's point of view.
In the process of bottom-up evolution, where there are no designers, anything that can be used is used without regard to its use.
As a result, resources are scattered throughout the body and environment, blurring the distinction between them and noise.
To what extent is the subject solving the problem, and from what point is the environment, they mingle without clarity.
It's a mess.
There is another question that I often get asked and it bothers me.
"Why did you aim for diversity in terms of age and nationality? "Why did you aim for diversity in terms of age and nationality?
The answer is "I didn't set out to do that," but I'm afraid you'll be disappointed, so I'll give you a slightly more dressed-up answer.
This is the result of recruiting people who are comfortable participating in Shakujii, not as designed, but as a result of adaptation.
Do you watch the strategy you set up at a certain point become invalid over time, do you eliminate noise to justify your strategy, or is it a strategy that keeps changing in small increments?
I can't seem to create a good "strategy" because it's just too big for me to handle on my own, and there is a wide variety of information flowing all over the place.
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 way to do this is to stop providing the service.
Being sustainable may seem static, but it is 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 a case 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 stop at a 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 curb 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 a few years ago because it looked interesting to have in my office, but it gradually lost its vigor because it loves sunlight and is always indoors.
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.