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.
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.
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.
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.
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.