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.
Mogic's offices are connected by a spiral staircase from the first basement to the fourth floor.
It would be easier to clean if it was just one floor, but in Shakujii, there are very few office buildings with large spaces.
However, there are some good things about having separate floors, and one of them is that you can change the theme of each floor or room to create a variety of impressions.
So far, we've created an atmosphere based on everyone's favorite movie motifs, such as vintage and metallic in the basement, American casual on the first floor, and inside the spaceship on the second floor.
This time, we wanted the stairs to be a little more exciting, so we added a lot of colorful butterflies to match the Mogic colors.
He wanted to express the image of blowing through from the bottom to the top with the butterfly.
These small ideas are born, disappear, and are born again.
One thing I noticed when I was told by an outsider was that we often have discussions all over the place. Regardless of their position, whether they are executives, employees, or interns, they come up with ideas on the theme, give it a bad name, expand the rationale, and contribute to the path to the conclusion.
But basically, the ideas that I put forth are rarely adopted and are buried.
So many ideas come up that it becomes the norm. You will never feel that your opinions are ignored or denied.
And every time I was asked, "Have you had any questions lately? If you say "no," they will ask, "Is it true that you don't have that many questions? If I say, "No," they say, "Are you sure you don't have that many questions? If I say "no," I am sometimes asked, "Is it true that you don't have so many questions?
We do not receive one-sided instructions from anyone, but rather ask and answer questions thoroughly if there is anything that concerns us.
In this way, aspects that the requesting party was not aware of will come to light, and the process will become simpler and simpler.
To keep things simple, they seem to be the first to discuss it.
In Mogic, people say things like, "That problem is intricate and troublesome, so let's stop it," or "It's too hard to continue this flow, so let's eliminate it.
In layman's terms, when I get a problem that I think is difficult, I try not to take it at face value.
If a difficult problem can be made into an easy one, it will be solved, and if it cannot be made easy, it will be discarded.
If the problem is in a textbook, someone has solved it in the past, so you can challenge yourself with more difficult problems, but in the business world, most of the problems are new, and I think there are more problems that you can't solve.
If I try to force myself to solve many problems that I can't solve, I will stop, and someday I will put a burden on someone else, so I try not to solve such problems.
The CDSF (coined word) is a process that often takes place at Mogic, where teams work together to come up with new services and events.
There is no such word as CDSF in the world, but it is named so by an acronym.
On the other hand, PDCA is a framework that is generally used to run business successfully.
P = PLAN, D = DO, C = CHECK, A = ACTION. In short, it means to plan, do, evaluate the results, and improve.
PDCA tends to put a lot of emphasis on "making the plan first" and "measuring the numbers," which may not work well when creating something that has never been done before from scratch.
This is because they are trying to do something they have never done before, so there is no precedent and no way to "plan" for it.
If I had to make a plan, it would be more like a plan to clarify the purpose by February 1 and find the means by February 10, and if I can create the purpose by February 1, it will be OK and the quality of the contents will not be discussed that much.
In the case of teamwork-type projects, which are common in Mogic, the order is different from PDCA: C=CONCEPT, D=DISCUSSION, S=SYMBOL, F=FEEDBACK.
One person comes up with a concept first, and then the whole team discusses it from various angles and expands the information.
Next, the creator selects and chooses from the expanded information, creates a small symbolic object, and the whole team discusses whether it is interesting or not, and rethinks the concept.
In other words, instead of checking and improving the accuracy of the PLAN, it becomes a process of testing and remaking the preconditions of what you want to create, which may seem similar but may not be.
We didn't put much emphasis on milestone events, but a few years ago, some of our members started asking, "We want to do this for our 10th anniversary," and "When do we start the 10th anniversary?
There were so many voices that I said, "Okay, well, let's give it a try," and it turned out to be a grand idea: "Let's start a 10th anniversary project every month throughout the year, starting with the ninth year! It turned out to be a grand idea.
Something is going on here and there in the company at the same time, such as making all the calendars that we devise every year and make them the first one for the 10th anniversary, or making the New Year's greeting application more enthusiastic.
The working members seemed to be enjoying themselves, and I thought that this atmosphere would be appropriate for the 10th anniversary.
Apparently, there will also be a long interview with the management team, so I hope you enjoy it.
Mogic is located in Shakujii Park, which is a very relaxing place.
The reason why I'm taking it easy is because when I start something, I start out with a shaky product, tweak it this way and that for a year, and then spend two, three, four years or more to make it a full-fledged product.
Maybe that's why I don't get too worked up about making something perfect from the start.
There are times when it might be better to be uptight, but sometimes that's difficult to do because Memba wants to enjoy a relaxed life.
The company started with just one person, but the number of people gradually increased, and at some point we started having management meetings to discuss the company as a whole.
This conference is now going to be over 200 times.
There have probably been more than 300 regular meetings for the LearnO e-learning system.
This is the fifth evening meeting to talk with the community over falafel, the fifth year for the woodworking club to make equipment for the company, the second year to roast coffee beans, and so on.
All the while, we have been making steady progress.
Even a small amount of progress is enough to move forward.
I think the real competitive advantage lies in applying a thin layer of paint, even if it's just a little bit every week, to everything, including recruitment, education, services, and the working environment.
IT companies often have a weak connection to the area where they are located.
This is because we are not selling anything to the people walking in front of our company, nor are we dealing with anything tangible.
I go to the store for lunch and buy a drink at the store, but I wonder if there really is such a thing in terms of connection.
On the other hand, there are those who say that it is not necessary to get involved with the region where you are working, but I still think it is better to get involved.
I want to share the current atmosphere with people who have similar feelings in the area where I work, and I want to brag to each other about the joy of working here.
Since the company is for-profit, it tends to be complete with workers, clients, and partners.
However, one of the feelings I want to cherish is the fact that I am able to work in a place called Coco.
There is a large space and an abundance of materials, making it very easy to assemble.
It's because I don't have to think about a lot of things naturally.
However, when the space is small and the materials are limited, assembling them can be a difficult task because it requires a lot of consideration, balance, and trial and error.
If I had to choose between the two, I would say that the latter is the one that has been able to create new value and produce unprecedented knowledge.
This is just one abstract example, but if we take the Apollo space program as a case study, we can see that there was not a lot of space, time, or materials.
That is why it is necessary to realize various innovations in a compact space, and I also feel that this is the beauty of people who push the limits.
What is a company? What does it mean to work in a company?
I believe that we can often be more creative because of the small space we keep, so it is important to keep things compact and folded.