Mogic considers

We change the way we make each time according to the characteristics of the service or product.

When I was explaining this to someone who had just joined the company, I realized something, and that was the fact that Mogic changes the way it creates its services and products according to their characteristics.

I didn't realize it because I was proceeding casually, but I didn't dare to make it a standard flow.

For example.

In one project, the producer decides the functional requirements, but the screen design, including management tools, is entirely led by the engineer.

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

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

The second version of the portfolio to be released in the near future will be designed by a designer who, after spending more than 8 months discussing the concept and design taste, will start from the list of functions without a screen blueprint.

or something like that.

Why is this happening?

I am always thinking about the best way to achieve the goal of the service or product, and who in which position made the starting point, and how to achieve it.

This seems to be the case.

It is a strange thing in terms of standardization of flow, etc., but I think it is something very important to do.

Have a party with croquettes

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

To begin with, we wanted to do something on the rooftop of the office since it is always free to use.

One evening, as usual, we were talking about the next delicious thing we wanted to eat, and the idea was born to put a pile of croquettes on top at the beginning of summer and just eat croquettes all around with a beer in hand.

IT companies often have a pizza party, but I felt that it was a bit too Americanized, and if you value the Japanese spirit, you should have a party with croquettes.

We have held a croquette party on our rooftop for the third time this year, inviting our partners and freelancers who have been our regular customers at Mogic.

The party was not held on the rooftop this time, but from the basement to the 2nd floor, but the number of people was too large, so we switched to inviting mainly people in the Shakujii neighborhood. We are not sure how it will turn out next year, but we plan to try again with a new purpose.

I feel that one of the best parts of running a company in the Shakujii area is the fact that what started as a casual conversation about croquettes one evening has become a place to connect people in the community.

What arises in reviewing outputs

Creating leadership with teamwork has a lot to do with how well you can return reviews to the output of your members.

There are many types of member outputs.

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

The person who organizes everyone needs to give full consideration to which outputs to point out and at what time.

Even a good review or advice may not reach the recipient at all if the timing is wrong.

Judging by the sound of that person opening the door to your office on a morning of heavy rain, do you start talking?

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

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

I think that is very important.

I feel that how we can improve the quality of our reviews depends on how well we can see the other person.