Mogic thinks

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.

Representative Director Yoichi Yamane

To go beyond imitation = industry leadership.

Recently, I received a consultation from a pioneer in a certain field of e-commerce.

I'm frustrated that the products and methods we've worked so hard to develop are being copied by other companies. What should we do? This was the content of the interview.

One of the conclusions we came to after talking was, "But if you look at it differently, being imitated is an honor in itself.

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

This is because we don't want to blindly imitate what we feel is a bleak future.

So I concluded, "When you can imitate, you can brag about it as a medal of leadership in the industry.

This is also what Drucker was talking about, and I think the sadness of the loss of leadership will come out when it is no longer imitated.

If you look at this event from another angle, it may be very common in this day and age.

Looking around the world, it seems that one great idea can boil over into a red in an instant, even if it is a blue ocean at the time.

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

In an age where this is the norm, I believe that what we should do next is the question that needs to be asked.


Where is the fun in doing the work?

For example, if you have to create a document, you will suddenly be motivated if you feel that it will reach someone's heart and convey something to them.

However, "creating materials" as a mere task to be done seems to be difficult to motivate other than personal goals such as speed of creation and quantity.

When I run a project with my team, or hold a departmental meeting, I often think of little tricks that make me think, "I'm going to deliver this message to this person" in various aspects.

As soon as you are in the office, everything quickly becomes "hardened" as a task to be done on time, and you start to lose your sense of fulfillment.

We will ask ourselves every day if that is really what we should be doing, and to whom and what we should be delivering.


Handling of invisible assets

This is especially true for IT-based businesses, but you can't see it in your hands.

Once the power is snapped off, there is nothing but people, desks and office floors.

However, when you turn it on, many things become possible. Marketing, branding, accounting, design, development, etc. will start to work with people.

Every day, little by little, we build up invisible assets, such as how to proceed with a project to create our own service, how to brand it, and how to train new interns after they are hired.

Since it is invisible, some people will not be able to resist wanting the results, and others will find it difficult to understand what assets are being managed and how they are generating returns.

In order for this to become clear to the members, I think it is necessary to take some time and tell them, "Look, it's because the invisible assets are spinning" when they feel a sense of "why things are gradually getting easier" or "why the results are gradually coming out".


The greatest education is to speak vaguely once a week.

Do you have a job? The title may sound like "Are you working?" but it's true.

For a long time now, I have been spending an hour a week talking with people who have joined the company, from high school students to people in their 60s and older, although the timing varies.

There is no specific theme. I ask the participants to talk about the topics and issues that they are interested in at the time, and use that as a starting point to expand the conversation.

In general, there are topics such as feedback MTGs, interviews between supervisors and subordinates, and discussions with mentors, but we are not looking for anything rigid like that.

In the past, stories have included "Why do people's hearts change while fire doesn't?", "What does it mean to make money?", and "Why is it that we never stop worrying?

I think the most important thing is what the person you are talking to is feeling right now, so I play around with different angles of talking about it.

But for some reason, that is often the most memorable part of the day, which is strange.


Rock Climbing Ideas

When we are working on an idea, we often create a "branch of ideas" by writing down more and more associations on a piece of paper together. This is similar to the famous mind-mapping tool for generating ideas, but it is used differently. At the end of the session, we look at the branches of everyone's ideas to see where the members connect to each other and where the team as a whole is more blank.

By doing so, we dare to discard the parts that we "think about too much on a daily basis," find new challenges in places we have not thought about, and use them as footholds to climb again. I call it rock climbing of ideas, because I can't see the future at all, but somehow I feel as if I am climbing. I guess it's the same as rock climbing, but people who are not used to it seem to have a fear of continuing to climb at first.


I change the way I make it every time depending on the characteristics of the service or product.

When I was explaining this to someone who had just joined the company, I noticed something, and that was the fact that Mogic changes the way it is built depending on the characteristics of the service or product.

I didn't notice it because I was proceeding without thinking, but I realized that they didn't dare to make it a standard flow.

For example

In some projects, the producer decides on the functional requirements, but the screen design of the management tools and so on is all engineer-led.

The customization of LearnO (e-learning) for a project was led by the designer from the design concept.

A client's service was led by the sales side's requirements definition.

For the second version of our upcoming portfolio, we spent more than 8 months discussing the concept and design taste, and then the designer led the design process from the function list without a screen blueprint.

It can be.

Why is this happening?

Whenever I work backwards from the goal of a service or product, I think about who in what position should create the best starting point for the goal.

This seems to be the case.

This may sound strange in terms of standardization of flow, but I think it is something very important to do.


Have a party with falafel.

Since moving to our current office, Mogic has held an event called the Croquette Party every June.

To begin with, we wanted to do something with the rooftop of the office since it could be used freely at any time.

One evening, when we were talking about the next delicious thing we wanted to eat, as we always do, the idea of putting a pile of croquettes on the table at the beginning of summer and eating only croquettes with a beer in hand was born.

IT companies often have pizza parties, but I felt that they were too Americanized and that if they wanted to keep the Japanese spirit, they should have a party with croquettes.

This is the third time this year that we have held a croquette party on our rooftop, inviting our partners and freelancers who have been a part of Mogic.

From this time on, the party was held in the basement to the second floor instead of on the rooftop, but there were too many people, so we switched to inviting mainly people from the Shakujii area. I don't know what form it will take next year, but we are planning to try something new with a new purpose.

From a casual conversation about croquettes one evening, the company has become a place that connects people in the community, and I feel that this is one of the best parts of running a company in the Shakujii area.


What comes out of reviewing the output

In order to create a leadership with teamwork, the quality of the review of the members' output has a lot to do with it.

There are many types of output from members.

Design, proposals, systems, accounting documents, daily conversations, discussions at meetings, email reports, etc.

The person who organizes everyone needs to think carefully about which outputs to point out and when to point them out.

Even a good review or advice may not reach the right person at the wrong time.

Judging by the sound of the person opening the door to his office on a morning of heavy rain, does he start talking?

Are you going to say exactly what you want to say from the beginning of the regular meeting?

Do you ask for one-on-one time and start talking over soft-serve ice cream in the park in the evening?

I think that's very important.

I feel that how I can improve the quality of my reviews depends on how well I know the people I am reviewing.