Mogic considers

Ultra Light Company Recommendations

There is a style that all walkers know: long trail, ultra-light.

A long trail is a kind of walking trip that originated in the U.S. It is a long trail that is not strenuous like mountaineering, and is followed at one's leisure.

You can eat delicious food along the way, admire the scenery, or walk in silence.

Ultra-light" refers to the reduction in the weight of equipment and gear, and recent technological developments have made it possible to work extremely light.

Establishing and operating a company is a long road.

I thought it would be a good idea to keep our equipment as light as possible, choose our own paths, stop and go, and have fun.

That is the recommendation of Ultra Light Company.

By reviewing all the common sense that is generally required in running a company, we reduce the weight to the extreme, choose the solutions to the world's problems that we want to contribute to, and spend our days talking about, reviewing, and fulfilling them.

We are working with awareness of limited resources and limited time.

A great atmosphere of no overtime work.

Mogic's regular hours are 7:00 p.m. By the time 7:05 p.m. passes, half the place is empty.

Since more than half of them commute to work by bicycle or on foot, one would expect them to linger at the office and chat, but on the contrary, they go home so quickly that it is almost graceful.

And before 7:30 p.m., no one will be there.

Sometimes there are people doing something until before 8pm, but it is hard because one person has to check all the doors from the 4th floor to the basement 1F.

Therefore, it is better to leave together when everyone is about to leave, so the atmosphere becomes one of going home early.

Overtime has been prohibited since the company was first established, and this has not changed even now that the number of employees has increased and there is much more work to be done.

I think that is our style.

After graduation, who will pay for the cost of education?

In Japan, everyone has access to education until they finish school.

But who, one wonders, is bearing the cost of educating students to live successfully in society after they graduate from school?

Is it a company or an individual?

Looking at recent global survey reports, I sense something of a great divide: companies say there is a shortage of the human resources they want, while students are unable to find jobs in the companies and occupations they want.

I guess the bottom line is whether companies or individuals should bear the cost of education to become the human resources that companies are looking for.

Our hypothesis has always been that if the current cost of education were cut in half or even by 1/3, companies and individuals would be more willing to bear the burden.

We believe that one of the roots of the problem of accepting an ever-increasing number of refugees into Europe is tied to how well they are educated in language and job skills.

We need to examine all aspects of the investment activity of education, which will become even more important in the future.

Strategic skin in the game, feeling the organization and moving on their own.

I wrote it difficult because I wanted to give it the enigmatic title of "strategic skin feeling," but...,

I think it would be strong if all members understood where the company is attacking and where it is not attacking, what it should do, and how it should respond and move if there is a change.

I feel that this is something that can only be nurtured if each person thinks about what the theme should be and what they should try on a daily basis, and if they do not have the soil to make mistakes and accept them.

Do that! Do this! is very effective in the short term, but in situations where the conventional rules don't apply, it becomes a bit of a rush and you get stuck.

No focus, speed

In terms of the fundamentals of business strategy, the principle is that you can win the competition by focusing on something and digging into it, which gives you a sense of speed, and by breaking through to a single point.

However, it is not well explained why focusing on one point is really the reason for speed and competitiveness.

I sometimes think that by focusing on one point, we run the risk of stopping to think, and that by focusing on one point, the greatest damage will be done when the field we are fighting on is shifted.

I think it would be nice if we could get a good sense of speed without having to set a focus.

Riding on Uncertainty.

It is a bit of a relief to make a plan exactly two weeks from today, but that is close to ruling out any happenings or opportunities that may occur within the last two weeks.

If the environment is one of high certainty, it will work; if it is one of high uncertainty, it is a major risk.

Similarly, I suddenly wonder how much risk is involved in making a business plan "now" for a year in the future.

If uncertainty is synonymous with unpredictability, it is important to develop a methodology that dares not be predictable.

Imitation = Leadership in the industry, going beyond

Recently, I was consulted by a pioneer in a certain field of e-commerce.

It is frustrating that the products and methods we have worked so hard to pioneer are increasingly being copied by other companies. What should we do?" This was the content of the discussion.

One conclusion that came out of our various conversations there was, "But from a different perspective, being imitated is an honor in itself.

If I were to consider my own feelings about imitating something, and why I would do so, I would do so because I implicitly recognize that it is good, and because I feel that it has potential.

We don't imitate things that we feel have a bleak future.

So we concluded, "When you can imitate us, you can boast that you are a medal of leadership in the industry.

This is also what Drucker said, and it seems to me that if it can no longer be imitated, there will be a sadness that leadership is no longer there.

Looking at this event from a different angle, it may be quite commonplace in this day and age.

Looking around the world, it seems that one good idea boils over to red in an instant, even if it is a blue ocean at the time.

The same thing is happening in the Uber conflict with the traditional cab industry in the UK, in the bicycle rental business in China, and in the motorcycle cabs in Indonesia.

In an age when this is the norm, what should we do next? That is the question we should be asking.

Where is the fun in doing the work?

For example, if you have the task of "creating materials," you will suddenly feel motivated if you have a sense of reality that you can reach someone's mind and convey something.

However, "creating materials" as just a task to be done seems unlikely to motivate anyone other than personal goals such as the speed and quantity of materials to be created.

When I run a project with my team, or hold a department meeting, I often think of little tricks to make people aware of various aspects of the project, such as, "Let's deliver this kind of message to this person.

In any case, as soon as you are in the company, everything is "hardened" as a task to be done on time, and you lose a sense of fulfillment.

We will ask ourselves daily whether it is really what we should do and to whom and what we should deliver.