Mogic considers

No expectations, expectations

Expected value is a probability term, and the definition from Wiki is difficult to understand: "a weighted average of all the values of a random variable with their probability weights.

Roughly speaking, it is a prediction that after a few times, the answer will converge to this kind of answer.

We often use this term because running a company is similar to making arrangements for the future.

Recently, Mogic has become more organized and decentralized in terms of authority, with rank-and-file members handling more of the money and resource-related matters.

It is easy to calculate expectations for costs that have been incurred in the past or costs that other companies might be using.

The most difficult question, however, is how to invest in something that has never cost anything before and has never been heard of elsewhere.

There is no way to calculate the expected value because there is no historical data.

A similar statement can be found in the rest of the Wiki definition.

Expectations make sense only when similar events occur relatively evenly. The concept of expected value does not fit in cases where events with very extreme values can occur very rarely. For example, in the case of "insurance" and "lottery tickets," the expected value is negative because the chance of obtaining a large sum of insurance money or winning a lottery is very rare, but it is not appropriate to judge that buying insurance or purchasing a lottery ticket is meaningless because of this fact.

It is in such cases that "anticipation" is introduced.

These are the criteria for how excited someone would be about this investment, how bright-faced and happy they would be to talk about it.

We do formulate it a bit because it is hard to use if it is too vague, but we still look at the faces of the people we talk to at the end of the day.

It is strange because it is the ones where the expectations are unpredictable that everyone seems to enjoy.

Separation of capital and management

One theme that must surely be considered at some point in a stock company is the "separation of capital and management.

I write "someday" because even if the person who provided the capital continues to run the business, it will need to be reorganized when he or she retires.

You may start a company with your own money (capital and management are the same), and when it gets off the ground, you may entrust the presidency to someone else, or you may go public and have an unspecified number of people own shares.

When capital and management are integrated, it is easy to imagine people working.

This is because the CEO is not the only one who is somewhere far away, usually working with the employees.

However, if the shareholders are unspecified, it does not matter who or how they work.

From someone else's perspective, transparency numbers and governance will be the first priority, so the atmosphere will probably be different than it was when they were integrated.

This is natural because the logic that unites organizations changes.

This seems to be the norm in a stock company, but I wondered what it would be like if we were to replace it with a family.

Usually, all the money earned by the father and mother is the family's capital, and how it is spent is management.

However, what would happen if more than half of the family's capital was invested by someone unspecified?

When you spend money, you feel "something hard to spend".

If it is overspent and returns are low, the father or mother role may be dismissed and someone else sent in.

Every three months a goal is set, and failure to meet it requires an explanation and may result in the family's departure.

Thinking about it in that way reminds me that "shifting rights (roles) by capital ratio" is an invention that we don't think about in our daily lives.

Nonfiction to Reality

Finding new meaning in the most mundane and taken-for-granted things.

To add one's own annotations to the side of a text written by someone else.

This is what we have been practicing in the management of our company.

The education provided by the company should be in skills that are useful in business, a smooth stair-step career path should be climbed, individualism should be evaluated, performance should grow straight up all the way, top-down decision making is better, service should be focused on one point, speed is important, if you make a mistake, you can pivot, and you can emulate other companies that have been ahead of you. If you make a mistake, you can pivot.

If you feel even the slightest bit bothered by these common beliefs, we have unraveled them one by one.

Rather than saying, "This idea is better than that idea," I thought it would be faster to take action, so I first tried it out and sent it out.

Recently, it seems that the editorial approach to solving problems as well as disseminating information is called solution journalism, and I quote the following

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New Generation Editors File
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Steve Hindy, a former journalist and co-founder of Brooklyn Brewery, said he found more joy in matching hop and wheat percentages than writing articles, so he left his job at a news agency and founded the company.

Media personnel = content creators" become characters in their own stories.

Such an era has arrived. This approach is similar to the "solutions journalism" that has been gaining attention in recent years.

It is, as it were, a method of imagining good nonfiction and then making it real.

Editing, so to speak, is a term that describes the creative direction ability to create a story.

The job is to think about how the content will be read, what effect it will have, and even what stories it will create.
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Someone mentioned that the meaning can be generated without limit, so there seems to be no immediate need for trouble.

Let's get it done in a jiffy.

Mogic started a new term this week, as the end of September was the closing month.

Even if a lot has happened in the previous years since the establishment of the company, we are perked up for the new start.

We can have a feast or a sweet treat with our in-house members, or hold an event that looks interesting.

It was just Halloween, so we put up decorations all over the office and flew a drone to take pictures.

The start is always a step forward.