Mogic considers

Tune in to your inner feelings.

I get bored doing only very long-term projects, so I set up guerrilla warfare when I think of it.

'Well, well, well, folks, spring means rush hour!' And that's a helpless way to start it off.

I would have sent out a press release in half a day, finished an IT product in a week, created an original novelty in a month, hung out at a nearby cafe for muffins and hand drips, played baseball with mosquito bites in the park out front, and almost ghost ship a radio-controlled pirate ship in the park pond in the old days.

A few of us are working in a clique and doing waaaaayyyy too much, but I always have questions afterwards.

I wonder, "Hey, how did we end up with this shape?" I wondered.

It is a mysterious thing that someone starts something and it comes together in some form, even though no one person is the driving force behind it.

A similar phenomenon, though in a different field, was found in an episode of a prominent music producer, I presume.

oooooooooooooooooooooooooooooooooooooooooooooo
Rick Rubin's creative process
h ttps:// books.jeane.jp/books/thecreativeact/

Artworks are created spontaneously and by themselves.

One wonders where the base idea came from and how the individual elements were connected to create such a masterpiece.

But no one knows why or how it happens.

Often, even the person who created it does not know.

abbreviation

We live in a mysterious world full of unknowns.

And they always speculate about it.

The only way to get out of the state of confusion is to accept the fact that the human experience is a complex one.
oooooooooooooooooooooooooo

Whether it is a masterpiece or not, it is a pleasant feeling when someone's words catch your sensibility and the ideas you bring to it gradually overlap.

We don't plan for it, we don't anticipate it, we don't know where it will land.

With little time remaining and no direction, even the start of the race was in jeopardy.

It's a tingly situation, so outrageous ideas spill out.

If you say that phrase a few times, it will build up naturally.

It is a sense of freedom that is difficult to experience in everyday life or in the usual business setting.

Pure experience, the feeling that everyone is enjoying the moment.

I can't describe this feeling that I am giving up.

If so, I resorted to quotes again, as in the last summary.

oooooooooooooooooooooooooooooooooooooooooooooo
Not many of us were taught as children to understand our emotions and put them first.

Most of the time, what the education system demands of us is not to care about our feelings, but to be obedient.

Our natural independence is tamed and our free thinking is curtailed.

We have many rules and expectations imposed on us, but pursuing ourselves and our potential is not one of them.

abbreviation

Our goal is to value and develop our understanding of the world around us.

Self-awareness is about having the ability to tune in to what you are thinking and how you are feeling, and how unencumbered you feel about it.

Developing the ability to expand and refine one's self-awareness is the key to creating artwork that expresses oneself.
oooooooooooooooooooooooooooooooooooooooooooooo

I guess it's a style of work that's passed down from generation to generation.

When I started working, I often kept track of the work I had completed.

I was more interested in how the work passed from person to person and how it circulated in the organization, rather than in the content of the work, so I kept the data.

March 1, 10:10 a.m. Send an e-mail request to Mr. A about the project work → March 1, 10:30 a.m. Mr. A replies that he wants to talk at the table → March 1, 1:10 p.m. Talk about the details at the table and he agrees → March 1, 3 p.m. Have Mr. A explain at a regular project meeting → ・・・ May 15 ・・・・・ → May 15, the service release is completed.

I guess they had a lot of time on their hands back then.

After a while, I began to see many things.

oooooooooooooooooooooooooooooooooooooooooooooo
Work is prone to error and stagnation as it moves from person to person.

Those who do it early always do it early, and those who do it last minute always do it last minute.

Just a few hours difference in the timing of sending out an e-mail can shift the entire process by several days.

Like, if you don't check in case you don't, or if you don't do it early enough, you can get into terrible trouble at the end of the day due to a chain of omissions.
Wooooooo!

Eventually, you will realize something more fundamental.

Looking back, it seems obvious, but until that moment, I thought the definition of work was this.

A job is "to do the work entrusted to you neatly and as expected.

Yes, I realized that looking only at "my work" is not really work.

Because the more you look at everyone's work, the more you see that no matter how much you optimize your part, it is not within the margin of error.

Instead, I think it's better to think about the people who connect the baton far and wide and make the whole thing work.

I guess I can't keep focusing on myself forever.

(This also reinforces my dislike of task lists and personal goals.)

If the whole process becomes stagnant, you won't get great results, and at the end of the day, you may even have to do more work yourself.

Although I didn't have much evidence, I began to pay attention to things other than myself after intuitively feeling that way.

Woooooooooooooooooooooooooooooooooooooooooooo!
Try to include something that will help the next person in the work you are working on.

Two or three ahead, branch out and tease out the tricks that will come into play at the end of the game.

Carefully check the facts to see what the considerations meant.

Keep in mind the work of all parties involved, not only internally but also externally.

If someone is making a request that annoys them, I'll follow up a bit.

It's a part that doesn't concern me, but if the progress looks suspicious, I'll talk to him.
loooooooooooooooooooooooooooooooooooooooooooo!

It was really an unnecessary meddling, but if we continued to do so, troubles naturally decreased and the flow of the system became smoother.

I started with a hunch, and even now I am not sure if this is the right thing to do.

Because sometimes people say, "Can we just give an unaware newcomer all the jobs that work well?"

However, I am not satisfied because this meddlesome style has been passed down to the present as the Mogic style.

The experience of "three years for peaches and chestnuts, eight years for persimmons

As the saying goes, it takes a long time for a small seed to sprout, take root, bloom, and bear fruit.

Yes, three years must seem like an "old-fashioned unit" that is hard to imagine in these speedy times.

You may have the image of an IT company that follows a PDCA (Plan/Do/Check/Action) cycle in three-month or one-month increments, but at Mogic, we often use this three-year unit without even looking at it.

They start something new with a flurry of vigor, but don't look back in the slightest after six months or a year or so.

But even those three years are only seen as the first step.

I ponder from various angles whether we are properly connected toward the 15th year, which is about five turns of three years.

As I write this, it seems too long-winded to be okay, but there is some numerical support for this pacing.

Please bear with me, as I am going to be a little long on the edges.

First, estimate the amount that should be built up per day, assuming we evaluate three years from now.

To simplify the story, we assume a linear summation.

365 days x 3 years = 1095 days, and if 1095 days is 100 points, we can add about 0.09 points per day.

If we were to evaluate at six months, then half 182 days of 365 days per year would be 100 points, adding 0.5 points per day.

If the project goes well, the difference in points accumulated does not appear to be that great.

But what if many projects don't get off the ground until the first 60 days?

If progress is slow in the beginning, how much intensity do we need to chase behinds in the remaining days?

If only half of the results per day can be achieved in the first 60 days, a six-month project would make progress of (0.5 ÷ 2) × 60 days = 15 points, and the remaining 85 points must be done in 182 days - 60 days = 122 days, which increases to 0.7 points per day.

For a 3-year project, if you do the remaining 97.3 in 1095 days - 60 days = 1035 days with a progress of (0.09/2) x 60 days = 2.7 points, you will remain almost unchanged at 0.09 points.

I've put together a rather cumbersome list of numbers, but the bottom line is that I believe that looking at a project in three-year increments eliminates the "stagnation bias that tends to occur at the beginning of a project" and allows us to more genuinely assess the social value of the business or work.

If you have a project with multiple people, communication is fumbling at the beginning, their understanding of the issues is mixed, their previous experience is varied, and they may or may not be motivated.

It's similar for individuals: they don't enjoy it as much as they first thought they would, they hit a wall and stop, and then they end up procrastinating and trying something different because they don't have any constraints.

If we can continue for three years, minus those things, one meaning should be established.

And here is a concrete example.

Mogic released three years ago, and the following is an excerpt from the history of the company

Apr. 2022 Release of the class support system, Pholly, at the lowest price point in the industry
April 2022 Introduction of flexible working hours system
Sep. 2022 ISMS certification, an international standard for information security, is acquired and released.
November 2022 E-learning system LearnO rebrands and releases management screen in commemoration of its 10th anniversary.

If you think back to how these have evolved to date, yes, 70% are good and 30% need improvement.

So, "these directions make sense socially.

What a thought!

Well, even so, it is not always a good thing to introduce such an uncommon measure.

That is why we have to be careful about negative impact.

One of these is the resource issue of the amount of cognition that can be allocated per day.

Let me try to express this with a few simple calculations.

The amount of cognition available to one person is assumed to be 100%.

When this cognitive amount is exceeded, the threshold at which the person begins to say "I'm tired~" and performance on the following day and beyond declines.

If, in working on a project that will be evaluated in six months, the amount of cognition used per person per day is 20%.

This is because we invest more resources when it comes to producing results in six months.

Then, the maximum number of projects that one person can run out of is 100% / 20% = 5 parallel operations.

If this is a project that will be evaluated after 3 years, the amount of recognition to be spent per day is about (20% per project) x 0.09 points / 0.5 points = 3.6%, discounted back from the comparison with the amount of results of the project after 6 months.

So, 100% ÷ 3.6% = maximum of 28 projects can be run in parallel.

However, it is not possible to parallel that many projects because additional cognitive capacity is required to switch quickly in proportion to the number of projects running simultaneously, and rather a high level of management structure and skill is required.

Yes, it ultimately translates into the question of "whether to fill a large amount of cognition in a small number of projects or to distribute a small amount of cognition well in a huge number of projects".

Which is the best choice?

If you ask that question, the axis of judgment should be what the workers want.

If they want to live at a leisurely pace for a long time, the best way to do so is to predict the overall load and its range over a long period of time, and to level it out well.

So you are running many thin projects simultaneously in a minimum unit of three years, while understanding the load risk of multiple switching with a small amount of cognizance.

It is difficult to explain such a background because it is complicated and hard to talk about, so when people say, "When I am at Mogic, I feel something different and my head spins so much that I get caught up in it.

Not because of that, but as an easy-to-understand motif, I ordered "fruits that require a lot of time and effort" and we all enjoyed them together, but, you know, that's just too much to say 100%.

Seeing the big picture in a mountain of work

If the snowflakes are piling up just when we have forgotten about them, if graduation signs line the streets, if the wind is blowing from the east to bring Spanish mackerel, if the end-of-year work is piling up just as it should, if the petals are falling before we have time to look at them slowly, then soon glossy black swallows will come from afar and the new year will begin, gliding smoothly along... The new year begins as if gliding smoothly by.

March and April, the time of year for something hectic.

In times like this, work comes pouring in, whether we like it or not.

I try to say "huh, hmm, hi," but there is nothing I can do about it.

I was going to say, "Let's just do our best and hang in there for now," but it didn't seem to fit! I tried to say, "Let's do our best, let's hold on!" but it didn't seem to suit my nature, so I decided to stop and bravely cut corners.

"Oh, you're going to cut corners? I thought you were supposed to give me more horsepower here."

Some may say that.

However, if we look at the origin of the word "cutting corners" in an excusive manner, it is not far off the mark.

oooooooooooooooooooooooooooooooooooooooooooooo
Cutting corners
h ttps:// w.wiki/DHVo

Tenuki is a move made at a distance from the previous move in Go or Shogi without responding to it.

In general, it is not a good idea to cut corners in the middle of a battle or in situations that leave major flaws.

However, if there is no significant damage even if you cut corners, it is an important tactic to boldly cut corners and arrive at the big field first.

They may also cut corners in order not to completely define the form, but to leave flavors and overtones for later use.
oooooooooooooooooooooooooooooooooooooooooooooo

The important thing is the prerequisite: "If there is no significant damage even if you cut corners.

In the end, if you look at the big picture of a mountain of work, it is important to determine the center of gravity, which, if misjudged, can result in a great loss and, if done well, a great success.

It is a high-risk, high-return situation that can be quite detrimental if a wrong decision is made.

Entrepreneurship is a causal, messy, and roundabout profession.