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.
This may come as a surprise to you, since Mogic's appearance tends to show looseness and creativity, but we are quite fond of data.
My motto is "I don't have target numbers or plans, but I definitely accumulate data on results.
One reason may be that we have a large number of engineers who are strong in databases.
There is a dashboard of logs for all the various tools in the company (sales, marketing, projects, HR, finance, etc.), as well as regular meetings, mistakes, problems, and future projections, all normalized in a spreadsheet and kept for years.
If you use PowerPoint, Word, or e-mail, it will take a lot of time and effort to look back at what you did in the same month last year, so the key is to format your data so that you can skewer and analyze it.
We are also logging homemade games that are played in conjunction with in-house online chat to see how they are doing.
I've seen responses go up 170% when I post real-time activities in the chat, or when I hold events with prizes.
There is also a lot of analog-like data, such as a photo gallery for every year since the company was established, a record of monthly events, articles about lectures held in the past, and a record of sweets ordered.
Isn't it tedious? But I never get tired of it.
I think it's probably because I like to try new things and I don't want to do something I've already done once in the past.
One very simple investment method is the dollar cost averaging method.
According to Wikipedia, "One of the investment methods for financial products such as stocks and mutual funds. It is also called the fixed amount purchase method. When purchasing financial products, the funds are not purchased all at once, but are divided into equal amounts and invested regularly and continuously. This method is used for long-term investments to control risk and obtain stable income. If the dollar cost averaging method is used in a rising market, the average unit purchase price (as compared to the initial lump-sum purchase) becomes much higher, which has the disadvantage of reducing returns. This method is not suitable for investments that aim for high returns in products that move rapidly because the timing cannot be precisely measured.
For example, instead of buying 5 products each month, it's like getting only what you can afford for 10,000 yen.
Of course, if the price per product goes up, what used to cost 5 for 10,000 yen may now cost 2.
If the product drops in price, you can reverse the process and get 8 for 10,000 yen.
Rather than buying all at once, we diversify the risk by spreading out the purchase period, so we can use it when the market is likely to rise in a moderate trend over the medium to long term.
We've been using this idea a bit wildly across the board to secure resources for creating our own services.
It is suitable for those who want to use their own funds to gradually make sales and develop their own brand of services.
Designing and developing programs for clients is directly related to sales, so it is the organization's highest priority resource allocation.
However, if we are a little greedy and want to create our own branded service at the same time, how should we allocate our resources?
During the initial launch period, you can devote a certain amount of resources to the branded service.
However, since client projects come and go in waves, we tend to repeat the cycle of "working on the service or not" in proportion to that, and eventually we tend to take things with a grain of salt, saying "we're not getting any results, so let's see what happens.
Therefore, we apply the dollar cost averaging approach here.
If you set up a schedule of how many improvements you should make each week, you will run out of time when you are busy and you will get stuck mentally.
If you buy books regularly, it's like piling them up when you're busy and suffering from the weight of them.
Control the number and difficulty of the tasks according to the amount of time you have left, not the number of pieces.
When I am busiest, I do very little.
When I have time, I usually do it.
We'll keep doing this for a long time.
The key is to never stop.
The disadvantage of this is that you have to closely observe the status of all members (not to mention their busyness, level of proficiency, blossoming potential, timing of life, etc.) before deciding on assignments, which greatly increases management costs.
If we can develop a method to compress even that, this will become one of the most reliable methods.
I once had a supermarket expert share with me the secret of their assortment.
I apologize for my vague recollection, but ...... said that it is not enough to only have products that sell well, but you must also have products that sell only occasionally, otherwise overall sales (number of visits to the store, number of purchases, etc.) will drop.
The products located around the perimeter from the entrance are the ones that sell well, such as vegetables, fish, meat, drinks, and bread, etc. On the other hand, the products that do not sell well but are important are the seasonings and canned goods in the center.
I remember feeling that even though it was a supermarket made by people, it was kind of like an ecological balance.
It's not something that can be measured by a single measure of product sales, but rather a whole that is made up of various things that play their own roles here and there.
I would like to quote a hypothesis that touched on such an exquisite balance in the environment around us.
You live with 200,000 species.
Home is an Ecosystem - You live with 200,000 species.
He believed that the loss of biodiversity would also "hurt" the human immune system, causing it to malfunction.
The most direct stepping stone to such thinking was the hypothesis and series of studies that chronic autoimmune diseases are related to overly clean and hygienic living.
This "hygiene hypothesis" was first proposed by David Strawn, an epidemiologist at St. George's Medical School, University of London, in 1989.
omission (of middle part of a text)
Hanski, Hartera, and von Hertzen believed that exposure to a wide variety of organisms in the environment, in the house, and on the body must play some role in keeping the peacekeeping pathways of the immune system functioning properly.
Without the opportunity for such exposure, the immune system reacts by producing IgE antibodies, which cause inflammatory reactions to various antigens that are not actually dangerous, such as dust mites, chrysalis cockroaches, mold fragments, and even self cells.
If children are not sufficiently exposed to wildlife, the regulatory pathways will not play their role.
Allergies, asthma, and other problems would develop...that's what they thought. It was an exciting hypothesis, but they needed to test it.
They needed to test their hypothesis.
The theory is that the body's immune system, which has been built on the premise of being in contact with a wide variety of living things, can be thrown out of balance by an environment that is too clean for its own good.
Whether this is really the case or not remains to be verified, but even so, I feel that the relationships between living things and between living things and their environment are often complex and difficult to understand.
There is a wide range of scales, from nano to meter, and the flow of time is also different.
We have been able to simplify and handle things that would otherwise be difficult to understand.
However, with the increasing computing power in our hands, tracing and deciphering intricate things will become the norm in the future.
Even with the Corona disaster, my impression from watching them during lunch break is that they are still doing what they like.
There were groups of people playing online games on the Switch, eating ice cream, enjoying conversation, reading books, making DIY desks, and putting up tarps on the roof.
Naturally, the rules for coronary infection control should be strictly followed.
There are many people who work short hours, so the time they go home varies, some go home on time, some work a little overtime.
People say that I've been busy lately, but I guess I feel busy compared to a few years ago when I used to spend two hours on a lunch expedition or play baseball at the park in the evening.
When I asked an employee who joined the company a year ago what he thought of the company, he said
"Lots of non-work related books and updates.
"We spend a lot of time, energy and money on non-work related things.
"Interior design is often changed.
"Everyone in the organization is looking in the same direction.
"Everyone leaves together.
"Lots of internal media, history, and records."
He listed many of them.
I'm still trying to figure out how I should take it, but it seems that the atmosphere hasn't changed since ten years ago.
Every week, we have a meeting called the Executive Officers Meeting, where only the executive officers and chiefs of management are present.
The board members do not participate at all, only the person in charge of the field.
In fact, I have never asked for this meeting to be conducted in this format.
Occasionally, I'll throw out a question about how to change the flow or mindset of the entire company.
There was no set agenda other than that, and they seemed to be talking about what they should talk about at this time.
As the number of people in the company increases and social conditions change rapidly, the methods that worked well in the past suddenly no longer work.
I'm hoping that the teamwork at the field level can quickly clear up such issues, but I'll leave that up to their senses.
Later on, when I catch a glimpse of what they talked about at a management meeting where executives also gather, I can feel something.
Just like in a mystery novel, where mystery leads to mystery, there may be a "hidden cause" for seemingly unconnected events (see quote below).
The Brain Learns
This is how the brain learns
Inspector Gregory of Scotland Yard asks, "Is there anything else I should be aware of?
Holmes. - It was one of those strange dog things that happened at night.
Gregory - The dog didn't do anything at night.
Holmes - That's the weird part.
Sherlock reasoned that if the dog had spotted an outsider, it would have barked.
The fact that he didn't actually bark means that the culprit must have been a familiar person, not an outsider. ......
With this deduction, the great detective narrows down his search and then uncovers the identity of the real culprit.
You may be thinking, "What does that have to do with learning?" The point is that learning is also reasoning, just like Holmes is doing.
Learning, in short, is the process of identifying the hidden causes of a phenomenon in order to derive the most plausible model that governs it.
In the real world, however, observations rarely turn out to be true or false, and can only be indeterminate and probabilistic.
This is where the root of the work of Master Bayes and the Marquis de Laplace comes into play.
Bayesian theory teaches how to reason with probability, and what logical formulas must be applied when the data is not complete and probabilistic about whether it is true or false.
I believe that as long as everyone is able to sense the unusual and fluctuating nature of the world, we will be fine.