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.
The other day, a project manager in our company said to me, "We used to think that we wanted better ideas from engineers and designers," but I think it was actually not true, and that the reason was that we had not prepared a canvas that they would naturally want to paint on.
Creating services is a difficult task.
If you add a lot of common features, you will eventually reach saturation.
Rather than being saturated with functions, the thought processes of project members become saturated.
It's a sense of stagnation, like "I can't add any more features.
However, I think this is a self-serving illusion, and since creativity is about creating new perspectives out of limited situations, the problem is more with project members who don't notice that these perspectives are decreasing.
I think it is a good team that realizes this limitation within the project and can change direction significantly.
More than 10 years ago, I was asked in a meeting by a few people, "What is the most important thing in business? I answered, "I think it's value added.
At that time, other members commented that they didn't know what it meant, couldn't imagine what it was, and that it was not immediately useful.
As the company Mogic was born, people gathered, and people came, I felt that the key was the added value.
I'll digress a bit and then get back to it, but there is a music project that has been taking place in many parts of the world recently called "Street Piano".
Street Piano http://streetpiano-jp.com/
The idea is to take a piano that has been sitting in someone's house, re-tune it, paint it, and set it up in a public place where everyone can touch it, so that people who come to the piano at that time can play it, and people walking by are somehow drawn to it.
That's not a deliberately detailed and designed setup, but just hearing the premise of it is exciting.
What's going to happen?
What can I hear?
I wonder if anyone will come? I wonder.
Common sense dictates that a piano should be kept indoors, such as in a house, and is likely to be owned by someone, and the only place to show off a performance is in the neighborhood at most.
The moment that is no longer the case is when added value is created, and that is the starting point for things at Mogic.
D.I.Y. is a Sunday carpentry term, and to quote from Wikipedia
DIY refers to the activity of making, repairing, and decorating something by oneself (i.e., using one's own body), rather than paying someone (a contractor) to do it for you.
DIY is a variety of activities based on the principle of "Do what you can by yourself.
This is often done in Mogic.
For example, we buy coffee beans and drink them in an espresso machine, but we get bored with that, so we buy green coffee beans, roast them ourselves, use espresso pods, and make cappuccino with warm milk foam. We will also enjoy blending our favorite beans from different regions and roasting conditions.
Also, the floor tiles were getting old, so we stripped them down, bought a lot of tiles, and cut them up to make mosaics.
If the door has a different feel, you can paint it over.
It's similar in the corporate world. If a meeting becomes boring or uninteresting, we keep adding customizations to it, such as making the minutes available in real time.
If writing notes to receive phone calls becomes a hassle, we can create web tools, and as soon as an idea for a web service comes to mind, we can try it out or add to the past ones.
Some projects are very slow-paced, while others are fast-paced, and project management changes rapidly to make it easier for each individual project manager.
Even in hard business fields such as strategy and marketing, existing frames are difficult to use, so if you improve them in various ways, they can become something completely different.
I believe that the margin for enjoying this is the culture of the company.
It's not about food, but Mogic places a lot of emphasis on local production for local consumption in the management of the company.
To put it in more detail, we ask a local design company in Shakujii to design our brochures, a nearby construction company to do our interior work, an accounting firm, a lawyer's office, and almost everything we can do for birthday cakes, we ask local people to do.
Then, strangely enough, they get to know each other and become friends.
I'm in the middle of greeting the landlord of my office, the people who come to do electrical work, and the people from the nearby English school who let me participate in the Halloween procession with their children.
Today, I went to a Chinese restaurant that I know well, and they offered me sesame dumplings as a service, saying they were sorry it was so crowded.
This kind of loose network is the atmosphere of running a business in Shakujii.
There is a mountaineering term called "alpine style".
To quote from Wikipedia.
The alpine style of mountaineering
Alpine style mountaineering is a mountaineering style and term that refers to climbing ultra-high altitudes and large rock faces such as the Himalayas with the same treatment as in the European Alps.
Unlike the polar method, which involves organizing a large, organized team, after leaving base camp in a small group, we ascend at once and avoid contact with the world below.
It is a style of mountaineering that places the utmost importance on relying only on the strength of the climber, without relying on equipment as much as possible, without receiving support from a support team, without using pre-set camps, fixed ropes, oxygen cylinders, etc.
It is a style of mountaineering that places the utmost importance on relying only on the strength of the climber, without relying on equipment as much as possible.
I think that Mogic's management policy is abstractly this alpine style.
In other words, we should consider the risk and return to the maximum extent possible for the mountain we are climbing (i.e., the project), and finally try it when it comes, reconsider it in the middle, and try it again.
These days are everything.
Lately, I have been hearing a lot of "that's the way our culture is" or "that's the way we're going to do it" within the company.
For example, just because you have a certain job title doesn't mean you only do that job.
Although I'm an engineer, it's normal for me to direct and comment on designs, create surprises in the event management department, advise on pricing strategies, participate in marketing events, and comment on profit margins.
One of our policies is to enjoy plenty of today, so it seems to be the culture that it's not fun to get caught up in the job title and reduce our options.
Looking back, I found the following in an article I posted five years ago.
The cultural sphere of the company 2012.05.28
Although a company is defined by law, it is a vessel and can be run in any direction.
When I thought about what kind of existence a company should have in the midst of that kind of freedom, I suddenly remembered what was written in the book "The Guinness Philosophy" by a company that makes black beer.
A company must be evaluated on the basis of the culture it creates.
Yes, culture. Culture is "that which promotes growth" and "the behavior and thinking inspired by it.
How noble and high-minded a company is does not appear in its commercials, or even in the mascot it adopts or the slogan it adopts.
The most important indicator is what kind of life the people belonging to it are willing to lead.
I feel that this is starting to bear some fruit.
As is usual in the world, the people who sell tend to not get along well with the people who create, such as engineers and designers.
Perhaps from the sales side of the equation, there's a sense of pride that we're working hard in the face of tough clients out there. On the other hand, on the engineer's side, if there's a mistake in the system, it's all our responsibility (there's nothing left to do), so we have to make sure we do it right! If there is a mistake in the system, it is all our responsibility (there is nothing left to do).
In such a situation, if the sales team or engineering team works too hard alone, a deep rift will form, and at the very least, the atmosphere of "making good products" will be lost.
I wondered how Mogic was doing and observed that sales seemed to spend more than half of their time in the office each day glued to the side of the engineers.
And about 30% of them are just laughable.
The company is being run as if this kind of thing is not so bad.
As machines, or computers, continue to increase their processing power at an accelerating rate, many tasks that were previously done by people are now being left to machines for the future.
However, the most difficult problem is how and where to draw the boundary between "work that should be done by people and work that should be done by machines.
This is because, as the performance of machines and the development of software to apply them continue to advance, the line between "human and machine" is moving so quickly that even if we draw a line at this point, it will soon shift.
I wish the machine would work harder to anticipate the speed at which the boundaries are moving.