Mogic considers

We're discussing to simplify.

One thing I noticed when I was told by an outsider was that we often have discussions here and there. Regardless of their position, whether they are board members, employees, or interns, they will come up with ideas on a topic, make a bad argument, expand their rationale, and contribute to a path to a conclusion.

But basically, the ideas that are put forth are rarely adopted and are buried.

So many ideas come up that it becomes the norm. I never feel that my opinion is ignored or denied.

And every now and then they ask me, "Have you had any doubts lately?" And if I say "no," they ask, "Is it true that you don't have that many questions? Why don't you have any questions? If I say "no," I am often asked, "Is it true that you don't have so many questions?

We do not receive one-sided instructions from anyone, but rather thoroughly ask and answer any questions that are of concern to us.

By doing so, aspects that the requesting party was not aware of are brought to light and become simpler and simpler.

Seems to be the first discussion to simplify things.

I don't solve hard problems.

In Mogic, people talk about things like, "Let's stop that problem because it's intricate and troublesome," or "Let's nix this flow because it's too hard to continue.

In layman's terms, if I get a problem that I think is difficult, I try not to solve it at face value.

If they can make a difficult problem easy, they will solve it; if they cannot make it easy, they will discard it.

If the problem is in a textbook, someone has solved it in the past, so it is okay to try a more difficult problem, but in the business world, most of the problems are new, and there seem to be more problems that are unsolvable.

If I try to force myself to solve many problems that I can't solve, I will stop, and one day I will overload someone else, so I try not to solve them at such times.

Not PDCA, but CDSF (coined term)

CDSF (a term coined) is a process that often takes place at Mogic, and is used by the team when coming up with new services and events.

The word CDSF does not exist in the world, but is so named by an acronym.

In contrast, PDCA is a framework that is generally used to successfully manage business operations.

P = PLAN, D = DO, C = CHECK, A = ACTION, in short, it means to plan, do, evaluate results, and improve.

With PDCA, the emphasis tends to be on "planning first" and "numerical measurement," which may not work well when creating something that has never been done before from scratch.

This is because they are trying something they have never done before, so there is no precedent and no way to "plan" for it.

If we were forced to make it up, it would look like a plan to clarify the objectives by February 1 and find the means by February 10. If we can make the objectives by February 1, it would be OK, and the quality of the content may not be discussed that much.

In the case of teamwork-type projects, which are often done in Mogic, the order is C = CONCEPT, D = DISCUSSION, S = SYMBOL, and F = FEEDBACK, unlike PDCA.

One person comes up with the concept first, and then the entire team discusses it from various angles, expanding the information.

Next, the creator selects and chooses from the expanded information, creates a small symbolic object, and then all team members comment on whether it is interesting or not, and rethink the concept once again.

In other words, instead of checking the accuracy of the PLAN and improving it, the process becomes one of testing and reworking the assumptions of what you want to make, which may or may not be similar.

Pushed back to the 10th anniversary event

Although we had not focused much on a milestone event, for several years members had been asking, "We want to do this for the 10th anniversary," and "When is the 10th anniversary going to start?

So many people said, "Okay, well, let's do it with a bang," and we said, "Let's start a project for the 10th anniversary every month throughout the year, starting from the 9th full year! It turned out to be a grand thing.

We are planning to make all the calendars we devise and produce every year by ourselves as the first of our 10th anniversary, and we are also planning to make the New Year's greeting card application with a lot of energy.

The working members seem to be enjoying themselves in some way, and I think that atmosphere is what is appropriate for the 10th anniversary.

Apparently there will also be a long interview with the management team, so I hope you enjoy it.

coat a surface with a thin layer of paint

Mogic is laid back, perhaps because of its location in Shakujii Park.

How I'm taking it easy is that when I start something, I start out with a shoddy product, tinker with it for a year, and then spend two, three, even four years or more to make it a full-fledged product.

Perhaps that is why we are not overzealous in trying to create something perfect from the start.

There are times when it would be better to be self-conscious, but sometimes that is difficult because the member is the one who wants to enjoy a laid-back life.

Gradually, the number of people in the company, which started with just one person, grew, and at some point we began holding management meetings to discuss the company as a whole.

This meeting is now going to exceed 200.

The regular meetings of the e-learning system LearnO have probably exceeded 300.

This is the fifth time they have held an evening meeting to talk with the community over croquettes, the fifth year for the woodworking club that makes the company's equipment, the second year for roasting coffee beans, and so on.

All the while, we have been making steady progress.

We are moving forward, even if it is only a small step forward.

I sometimes think that the real competitive advantage is to apply a thin, thin layer of everything, whether it is recruitment, training, service, or working environment, even if it is just a little bit each week.

Together with the community (Shakujii) where we work

IT companies are often weakly connected to the area in which they are located.

This is because we are not selling anything to people walking past the company, nor are we dealing with anything tangible.

We go to the store for lunch and buy drinks at the store, but I wonder if there is really a connection in terms of connection.

On the other hand, there are those who say that it is not necessary to be forcibly involved with the community in which you work, but I still think it is better to get involved as much as possible.

I would also like to share the current atmosphere with people who share similar feelings in the area where I work, and I would like to brag about how much I enjoy working here.

Since the company is for-profit, it tends to be complete with workers, clients, and partners.

But one of the feelings I cherish is the fact that I am allowed to work in a place called Coco.

Small space, assemble

It has a large space, plenty of materials, and is very easy to assemble.

This is because I don't have to think about many things naturally.

However, when space is tight and materials are limited, assembling them can be a difficult task because it requires trial and error to balance various considerations.

If I had to choose which of the two was more successful in creating new value and producing knowledge that has never been seen before, I would say the latter.

This is an abstract example. If we take the Apollo space program as a case study, it was not a case where there was a large space, time, or abundance of materials.

That is why I feel that various innovations need to be realized in a compact space, and I wonder if that is the beauty of people who push the limits.

What is a company? What is working for a company?

I believe that we can often be more creative because we keep the space small, so I place great importance on keeping it compact and folded.

Time Thieves and Warnings from Gorillas

Lately I have been coming across a lot of stories about Michael Ende's "Momo".

Many of you may have already guessed from the title "Time Thief.

Without spoiling the peach, here's a quote from wikipedia

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Momo
h ttps:// ja.wikipedia.org/?curid=5266

Time is stolen from the people by gray men who call themselves "Time Savings Banks" who appear in a town reminiscent of Rome, Italy, and the spare time disappears from everyone's hearts.

The story of the adventures of Momo, a girl who has the magical power to listen to her friends, even if they are poor, and to help them regain their confidence.
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In the midst of all this, I came across an interesting book that also touches on peaches, so I will quote some of it here.

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A warning from a gorilla: "Something is wrong here, human society"
h ttp://m ainichibooks.com/books/science/post-562.html

The idea is that time is a cost and can be converted into money.

However, as a result of saving time through the distribution of goods and the sophistication of information technology, the time that I alone have gained has become subject to the same kind of efficiency.

Consider how to spend your time efficiently in order to maximize the fulfillment of your needs.

See a movie, watch a sporting event, go shopping, eat a lavish meal. Think about how many things you want to do are possible with the money you earn.

But it is the same idea as the time I saved, so it will never be fulfilled.

Not only that, the more time you have to yourself, the more lonely you become and the more time you have.

This is because humans are not designed to spend time alone in the first place.

omission (of middle part of a text)

They have lived a life based on reciprocity, giving their time to their friends and receiving time from their friends as well.

Happiness is felt with companionship, for trust is strengthened not by money or words, but by time spent together.

The world is now filled with much hostility and more and more lonely people.

It is created by the economic concept of time.

It is necessary to turn this into social time and restore the time for life.

This is because, like the gorilla, I believe that hostility can be dissolved by time spent together.
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In operating Mogic, we see the most important issue as "the sense of fulfillment that people feel today.

If there is something in the company today that makes me forget about time, then I think I have passed the test.