Mogic considers

Three-tier management issues

The biggest bottleneck in creating an organization is probably the three-tier management problem.

There are superiors and there are subordinates, this is a two-tier system.

There is the boss's boss, the boss's boss, and the subordinate's subordinate, which is the three levels.

If it's your own direct subordinate, it's easy to advise, "Do this." but not if it is your own subordinate's subordinate.

The reason is that there are more people to begin with, and it doesn't make sense in the long run to teach by jumping through the hierarchy.

And, as you may have noticed, the three-tier management is much more difficult because you cannot see all the targets.

This becomes a bottleneck in organizational development.

Because of the high degree of difficulty, no one can handle three levels of management so easily.

Furthermore, there are few third-level positions themselves, so there are limited opportunities for training in practice.

A simple formula will show that the speed at which the organization grows as the workload increases will lightly overtake the time required to develop the three levels of management skills.

We do not know exactly what kind of frayed edges will appear in the organization as a result.

But it doesn't hurt to make a lot of simulation models of the organization in advance, and we can discuss the possibilities.

Think softer.

When I was a child, I was told, "Tick-tock head. You think too hard. Think more softly.

I don't know now whether it was a popular word at that time or not, but only the hard/soft sensor remains.

The organization of a business, especially a company, tends to be a hard and seamless story, so it is the easiest place to work on.

Follow successful precedents, research other companies' strategies, find replicability and streamline, set KPIs and fast-turn PDCA cycles, continue to grow month over month and year over year, use recruitment strategies to attract the best talent, prepare agendas, minimize meeting time, communicate openly, and meet departmental and individual goals every 3 months. Meet departmental and individual goals every three months.

We are our own company, so we can tap, stretch, knead, and change those things as we like.

third year after the stone age

The first year they are fearful, the second year they get used to it and make big mistakes, and the third year they think they have it all figured out and stagnate.

Whether it is good or bad, this law comes into play when you start something.

First part-time job, new hire, first manager, first start-up, newly launched service.

I am careful as a cautionary tale because I am what I am.

Three years on a rock is a saying, and I believe that if the momentum is still going strong after three years and we can sense sustained growth, we will have done well.

With that in mind, I think it's okay to discount the dilly-dallying and meandering until the third year as part of the experience, as well as the pissed-off and depressed.

Rely on your instincts and see where it takes you.

A friend I hadn't seen in a while asked me, "How do you run your business?" I was asked.

Before I started my own business, it was a mystery to me how I would run it too, but now I understand.

I know it sounds like a lie, but I have to rely on my instincts.

Do this and that first.

It doesn't matter what is written in books, what people tell you, or what is inside or outside of your specialty.

Try to get people involved.

We do things we don't normally do.

Results.

Yeah, I think I screwed up a lot.

I'll think of something soon and do it again.

This is a bit of a mistake.

Then I'll speed it up and try to reproduce it.

It's a different kind of failure because it changes your perspective.

Fill in all kinds of mistakes with all kinds of failures.

Even if it fails, do not change the pace and keep it moving all the way.

Up in the mountains and down in the valleys, problems disappear like fog clearing.

Then we'll go back to chasing dreamy themes.

I'm just going on a hunch and seeing where it takes me."

I replied.

And a further question.

I get the vibe from your blog that you seem to be having fun, but isn't it hard to hire people?"

This is often misunderstood, so I have an answer ready for you.

It's hard work, so I think about it very seriously and do it with a cutthroat attitude.

We are not aiming for any kind of relaxed or laid-back management.

It's easy to see it that way as a result, but it's not.

The density of information is so high that it has to be slow and steady, or people will get tired of it.

It's easy to be misunderstood if you only cut out the relaxing moments.

A lot of freight runs on a number of tracks.

I'm having fun trying to connect them in a rhythmic way."

And.

The conversation ended with, "Oh, I see, I guess there are some tough spots.

On the way home, I found myself a little relieved and remembered that it was an endless profession.

The road to simplicity

The discussion is always lively because even a single word "design" is different for different things.

We have worked on posters, displays, apps, web, mugs, calendars, exhibition booths, games, movies, fashion, renos, and much more.

For posters, it is important to "grab the heart with a quick glance," so the flavor should be as strong as if you were eating out.

If it's a display, "I want to show a view that takes on the senses of people walking by," so incorporate a sense of the season.

If it's a game, I want people to feel the excitement leading up to the ending," he said, "so I want them to create a tame experience.

Of these, web design may still be the most troublesome.

This is because, unlike other media, it is difficult to read what kind of users will come from where and when.

There are discrepancies depending on browsers, operating systems, and devices, they may suddenly contact us from other languages, and above all, they often come directly from the product description page, not from the top page in order.

It also comes from search results, social media, email, bookmarks, and other disparate sources.

Depending on the information to be handled, it is necessary to use different expressions: should the page transition, should the information be loaded by scrolling, or should it be animated?

The ideas spread out without a map, this way, that way, and the other way.

However, once it has spread out, the rest of the time it is harried, scattered, and quietly piles up.

We wanted to make it so that people would not get bored no matter how many times they came, so that they could guide their eyes well, so that they would notice even if they made a mistake, so that they would feel comfortable with the texture, so that it would be easy to maintain regularly, so that it would not collapse even if the information increased, so that it would be easy to incorporate programs, and so that it would have a playful feel without being plain.

It is the best moment when something that is intricately intertwined and created appears to be simple.