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.
A long time ago, I had a conversation with a lawyer who is very active in New York.
He was the kind of person who was putting together more and more contracts worth billions and billions of yen, and he looked dashing and very smart.
As we were talking about various things, I suddenly asked a simple question.
Q: How can I learn to make big deals as well as you do?
He thought about it for a while before answering, though it seems too simple when I recall it now.
A: People who hit home runs in the majors, it's spectacular.
In order for him to hit home runs there, he needs to play a lot of major league games, and he needs to hit home runs in the minors before that.
In addition, I'm hitting home runs during practice and swinging at home in order to get into games in the minors.
You have to swing a hundred thousand times, think about it, and accumulate small results, and one day, if you're lucky, you'll hit under 30% in a major league game.
Do you pretend to be a deal maker?
I try to trade at all times, when I buy an apple, when I sign a parking contract.
I make small bare bones movements in my daily life.
It's a small pretense, so I'll keep doing it without worrying about the consequences.
That's how you get the little tricks and gradually make the big contracts.
In other words, big deals are a huge accumulation of small deals, so try to train yourself with small bargains every day.
When I heard this, I was impressed.
Be able to respond to ambiguous questions by focusing on the main points and explaining them clearly with examples.
I guess this is also a skill cultivated in the trade.
Since then, whenever I wanted to learn something, I would pretend to do so.
If you can try many times in a day, even if it is small, you will get better before you forget.
Mogic has borrowed a bit of wisdom from various educational theories to develop in-house training.
The most commonly used one is project learning, which is running many large and small projects at the same time.
Project learning is where several people get together, decide on a theme and a goal, work out various things within a period of time to produce results, and receive feedback from all over the place.
Once you do this, the work will seem to become yours and teamwork will naturally develop.
However, support roles outside of the project members require a great deal of skill and the ability to observe, advise, anticipate, and persevere in order to "make sure the members get the results they want.
Is the project progressing to the halfway point and the members are not losing heart, losing sight of the significance, or feeling unfulfilled?
And since it is meaningless for the members if the support person is out of touch, he or she must give the best advice at the right time.
Surprisingly, the sense of management of the supporting role can grow very much.
We've been working on so many projects, and we're proud of ourselves that we've never had a setback.
Finally, from the afterword by Naohisa Ichimura, the translator of John Dewey's book
Experience and Education
Experience and Education
Dewey points out again and again how much more difficult it is for a teacher to discover material in the experience of students than in the way they follow already established knowledge and methods in teaching a subject.
At the same time, it suggests a viable way to solve the "hard problem," but it also suggests that tracing and understanding its logic requires intellectual effort.
Such intellectual efforts are also required of us teachers in the field of education.
We need to make an intellectual effort.