Mogic considers

Unexpected data lover

As for Mogic's appearance, it may be surprising because it is easy to show looseness and creativity, but I am quite fond of data.

Our motto is "We don't have target numbers or plans, but we will certainly accumulate data on the results.

One reason may be the large number of engineers with strong database skills.

There are dashboards of logs for the various tools in the company (sales, marketing, projects, HR, finance, etc.), as well as regular meetings, mistakes, problems, and future projections normalized in spreadsheets and kept for years to come.

PowerPoint, Word, and e-mail take a lot of time and effort to look back and see what you were doing the same month last year, so the key is to format the information so that it can be skewered and analyzed.

We also log and see what happens with home-made games that are played in conjunction with the company's online chat.

I'm wondering if it would be more responsive to post real-time activity to the chat, or if an event with prizes would have increased the response by 170%.

There are also many analog-like data, such as photo galleries of every year since the company was founded, records of monthly events, articles on lectures held in the past, and records of sweets ordered.

Isn't it tedious? I know you might say, "It's a hassle," but I continue to do it without getting tired of it.

Perhaps it is because I like to try new things and not do what I have done once in the past.

Dollar cost averaging, how to create branded services

One very simple investment technique is dollar cost averaging.

According to Wikipedia, "An investment technique for stocks, mutual funds, and other financial instruments. It is also referred to as the fixed amount purchase method. When purchasing financial instruments, one does not purchase them all at once, but rather divides the funds into equal amounts and invests them continuously on a regular basis. This method is used for long-term investments with limited risk and stable returns. The disadvantage of dollar-cost averaging in a rising market is that the average purchase price is higher (compared to the initial lump-sum purchase), which can reduce returns. Because of the lack of precision in timing, dollar cost averaging is not suitable for high-return investments in instruments that fluctuate widely in price."

For example, instead of buying 5 products each month, it is like getting only what you can afford for 10,000 yen.

Of course, if the unit price per product goes up, what could have been 5 units for 10,000 yen may become 2 units.

If the price of the product drops, you can get 8 pieces for $10,000 in the opposite direction.

Since the risk is spread out by spreading out the timing of purchases rather than buying all at once, it can be used when the market is likely to rise in a gentle trend over the medium to long term.

We have been a bit wildly lateral in developing this concept and using it to secure resources to create our own services.

It is suitable for those who want to steadily develop their own branded services while gradually making sales with their own funds.

Approximately, design production and program development for clients are directly related to sales, so these are the highest priority resource allocations for the organization.

However, if we want to be a little greedy and create our own branded service at the same time, how should we allocate our resources?

During the initial start-up period, some cohesive resources can be invested in branded services.

However, since client projects are subject to fluctuations in the receipt and placement of orders, the "service is often modified or not" in proportion to these fluctuations, and eventually the client tends to be left in a state of "wait-and-see" because the results have not been achieved.

Therefore, we apply the dollar cost averaging concept here.

If you set a number of improvements that must be done each week, you will lose time when you are busy and get stuck mentally.

If you buy books regularly, they pile up when you are busy and you suffer under the weight of them.

We will control the number and difficulty of assignments according to the amount of extra time available, not the number of pieces.

When we are busiest, we do very little.

When I have time, I usually do it.

We will continue to do this all the way through.

The key is not to stop anyway.

The disadvantage of this is that the management cost increases significantly, since the situation of all members (busyness, of course, but also level of proficiency, level of blossoming potential, timing of life, etc.) must be observed in detail before assignments are decided.

If we can develop a method that can compress even that, this will become one of the very reliable methods.

Computing power in one hand

I once asked a supermarket expert to share the secret of his assortment.

I apologize for my hazy recollection, but I was told that it is not enough to have only products that sell well on ......, but to also have products that sell only occasionally, otherwise overall sales (number of visits to the store, number of purchases, etc.) will drop.

The products arranged around the perimeter from the entrance are those that sell well, such as vegetables, fish, meat, drinks, bread, etc. Conversely, 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 is a supermarket made by people, it is somewhat like an ecological balance.

It is not something that can be measured by a single measure of product sales, but rather a whole that is formed by various things fulfilling their respective roles here and there.

I quote from a hypothesis that touched on such a fine balance in the environment around me.

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A Home is an Ecosystem - You Live with 200,000 Species
h ttp://w ww.hakuyo-sha.co.jp/creature/never-home-alone/

He believed that the loss of biodiversity would also cause "pain" to the human immune system, causing it to malfunction.

The most direct stepping stone in this line of thinking was the hypothesis and series of studies that chronic autoimmune diseases are associated with an excessively clean and sanitary lifestyle.

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, Hertera, 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 the normal functioning of the immune system's peacekeeping pathways.

Without the opportunity for such exposure, the immune system will respond by making IgE antibodies, which will trigger an inflammatory response to a variety of antigens that are not actually dangerous, such as dust mites, chigger cockroaches, mold debris, and even cells of the self.

If children are not exposed to enough wildlife, the regulatory pathways will not do their job.

They thought they would develop allergies, asthma, and other problems. A provocative hypothesis, but one that needed to be tested.
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The theory is that the body's immune system, which has been built on the premise of coming into contact with a wide variety of living creatures, is adversely affected by an environment that is too clean for its own good.

Whether this is really the case or not will continue to be verified, but even so, I feel that the relationships among living creatures and between living creatures and the environment are often complex and difficult to understand.

The scales also range from nano to meters, and the flow of time is different.

We have been able to simplify and handle some things that are difficult to understand.

However, with computing power increasing year by year in hand, it will be mainstream to decipher even the most intricate things by tracing them.

Things that never change

Even with the Corona disaster, my impression of the lunch break is that they are still doing what they love to do.

It could be a group playing an online game on the Switch, eating ice cream, enjoying conversation, reading a book, building a DIY desk, or putting up a tarp on the rooftop.

Naturally, the rules for preventing coronary infection are to be strictly followed.

Since many people have shortened hours, the time they leave varies, with some leaving on time and others working a little overtime.

People say that I am busier these days, but a few years ago I used to spend two hours on a lunch expedition or play baseball in the park in the evening, so I guess I feel busy compared to that.

When we asked employees who joined the company a year ago what their impression of the company was.

"Lots of non-work related books and updates."
I spend a lot of time, energy, and money on non-work related things.
"The interior design changes a lot."
"They are loose with time."
"Everyone in charge is always looking in the same direction."
Everyone goes home together.
The culture of small talk.
"Lots of internal media, or history, or records."

He mentioned many of them.

I'm trying to figure out how I should take it, but after all, the atmosphere doesn't seem to have changed in the past 10 years.

That's the strange part.

Every week, we have a meeting called the Executive Board Meeting, which is attended only by the executive officers and the chief, a managerial position.

The board members do not participate at all, only the person in charge of the site.

In fact, we have never asked this meeting to proceed in this manner, in this format.

Sometimes I just throw out a subject that I think the entire company should change its flow and awareness.

There is no other set agenda, and apparently they are talking from what they should be talking about at this time.

When the number of people in a company increases or social conditions change suddenly, the ways of doing things that have worked in the past suddenly no longer work.

It would be nice if they could quickly clear up these issues through teamwork at the field level, but I leave that up to their senses as well.

When I hear glimpses of what they talked about later in management meetings, where executives also gather, I get a sense of what they are talking about.

Like in a mystery novel, where mystery leads to mystery, there may be "hidden causes" for seemingly unconnected events (quoted below).

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This is how the brain learns
h ttps:// www.morikita.co.jp/books/book/3513

Captain 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 did nothing at night.

Holmes - That's where it gets weird.

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 figure, not an outsider: ......

With this deduction, the great detective narrows his search and subsequently unmasks the true culprit.

You may be thinking, "What does that have to do with learning?" but the point is that learning is also reasoning, just like Holmes does.

Learning is ultimately about identifying the hidden causes in order to derive the most plausible model governing a phenomenon.

In the real world, however, it is seldom clear whether an observation is true or false, only indeterminate and probabilistic.

This is precisely where the root of the achievements of Master Bayes and the Marquis de Laplace come into play.

Bayesian theory teaches how to reason with probability and what logical formulas must be applied when the data is not complete about true or false, but probabilistic.
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I believe that as long as everyone is able to sense the unusual and fluctuating nature of the event, it will be fine.