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


I wonder who I'm really competing with.

Capitalism is competition, running a company is competition, and life may be competition too.

It is a competition to achieve something, to compete with someone else in a friendly competition, to play to your strengths and eliminate your weaknesses, and maybe even to fight against yourself.

I would like to delve a little deeper into competition and write about the state of strategy.

If you take out the skeleton of competition, it becomes "multiple players aiming for a goal under a common set of rules to determine superiority or inferiority," with qualification exams being the most obvious example.

The terms and conditions of the test, such as subject, date and time, are fairly known to multiple players, and the score earned on the day of the test determines whether the player passes or fails.

The rules are clear and the goal is clear.

But there is a hidden premise here, and tweaking it reveals a different side to the competition.

That's when you set the rules in advance and eliminate or change the presence of someone ruling after the goal.

In the case of certification exams, this means being on the side of changing the very organization that determines the content of the exams and whether they pass or fail.

In this case, people who change the rules themselves are sometimes called game changers.

This means that the rule change itself becomes a field of competition.

Of course, it is not just a matter of changing the rules, because changing the rules is not a game changer if no one believes in it.

Just by looking at the two competitions roughly, I feel that the way to survive them, or strategy, is ultimately about timing.

When do we fight within the rules that are set, and when do we fight with those who change the rules?

No matter how many great skills you build up, they will be meaningless after the rules change, and right after the rules change, even a simple skill is better than nothing.

Do we sense structural changes that are likely to change the rules and try to symbolize them ahead of time, or do we wait until after the symbolization and quickly imitate it?

As we move our thinking from competition to strategy, we sometimes wonder who we are really competing with.

In the long run, the other companies and people you see are only a small part of the picture.