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 we 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.