Internal webinar “AI inside Talk”: CEO answers everything (Part 1)

In January, we held our internal webinar “AI inside Talk.” This time’s theme was for our CEO Taku Toguchi to answer all kinds of questions from our members. Today, we will be sharing the details of the webinar. The questions are from the pre-survey, and part 1 is mainly about the organization and recruitment. (Answers below from Mr. Toguchi)

Q: What is the background behind the creation of the Rules of Innovation, which is also the basis for the behavioral assessment?

A: At our company, we have what is called the Rules of Innovation, which is “Client First” “Be Positive” and “Stay Simple.” We established this after the launch of “DX Suite.” While the technology of OCR has been around for 100 years, no one has achieved in creating something like AI-OCR or “DX Suite.” At the time when we were working on “DX Suite,” it was very difficult to believe the possibility of accomplishing something, which was thought to be difficult in general. With the small successful experience after creating, selling, and actually being able to sell “DX Suite,” we decided to make our thoughts that we felt then into our company standards and values.

“Client First” may be close to “User First,” but it is about creating what the client or user “really” desires. If what you really want is not available in the world yet, you wouldn’t know whether you want it. The idea is to provide what clients and users really want, even if they don’t ask for it. There are many ways to take this, but basically, this means that we should work for our clients and users.

When you are confronting something that doesn’t exist yet, there will be times you will feel difficulty in accomplishing it. “Be Positive” means when we face these situations, we should overcome them with a positive attitude that we can do it. It’s also important to be positive and not pessimistic when communicating with others. There’s no point in being negative, so better to think positively in various situations.

“Stay Simple” means to look at the essence. It doesn’t mean that there are only a few elements. With services or applications, when the functions are being updated and enhanced, it seems that it’s becoming more convenient. However, is this benefiting the user? There are times that it would be better to lessen the functions. I believe that if you look at the essence, you can keep it simple.

Q: With more employees working remotely, how do you keep track of who is doing what role?

A: The OKR that each employee is setting is open company-wide. You can see who set up what goal and what they are working on, so please take a look. Also, there’s a presentation of the unit’s achievements. Last time, we held it online for two days, and I think it was really good. You can see each unit’s actions, and why they are working on them, so I hope you can catch up on everyone’s actions with these.

Q: Now that the unit system is in operation, do you have any opinions on how you would like the organization to be?

A: Let me first explain the reason for implementing the unit system. I’m sure some of you have worked for large companies before. During then, have you ever been frustrated at long approval processes, or not being able to take on challenges when wanting to? To become the best company in the world, we need to work faster, and I think it’s a waste of time to have such a process taking up a large percentage of the workload. If you are allowed to make decisions on your own, you can just decide and proceed. Decision-making should be faster if there are few hierarchies. This is one of the reasons we decided on a unit system, to speed up the process by eliminating hierarchies and giving each unit authority.

As our CFO said, “Experience is the best teacher.” If you cannot become a leader, you will never know how a leader thinks. That’s why we’re trying to stretch a little bit and increase the number of leaders. We set the maximum number of people per unit to five, which means that one out of every five people is a leader. That’s how much we want everyone to be able to take the initiative and lead the business.

This is just an example, but the way the world’s armed forces fight is changing from command and control to mission command. In the days of World War II, it was command and control, where a superior would issue orders and everyone would follow them, and that discipline was considered important. In recent years, there is a lot of guerrilla warfare and terrorism, without decisions and actions in the field, you won’t win because of the time lag caused by the many back and forths of information. The mission is to be given but not controlled, and to think and work on our own. We are not an army, but by adopting the unit system, we have changed to a mission control organization from command and control.

Q: With the unit system, will there no longer be a divisional organization?

A: Yes, there will be no department. The organization will be flat, with each unit working together horizontally. The authority of each unit and its duties are included in the company regulations. If you’d like, you can check the internal table of duties and authority anytime. As indicated there, the unit leaders can decide what they do.

Q: What do you want the people you work with to share the most, and what do you expect from employees of a company that aims to become the world’s №1?

A: Right now, I am weighing on whether they empathize with our vision. I think there’s a big difference between believing and working towards becoming the world’s №1 company, and not believing, but working towards it. With these two types of people, I want to work with the former ones. I think people working hard towards a dream that no one has achieved yet is attractive.

Originally during interviews, I often asked if the candidates can do self-learning. This question was one of the important criteria for recruitment. We are working on something that doesn’t exist yet, so we need to study for the future ourselves and grow faster than our company’s growth speed.

What I want to request for employees of a company that aims to be the best in the world, is that they should be employees of the №1 company in the world from the beginning. I think the best companies in the world have the elements to become the best from the start, even if there are elements they acquire in the process. It can be within your area of expertise, but I’d like you to develop them. Even if you’re a full-stack engineer, that’s what you’re good at, and I want you to have something that you can say “I’m good at this” confidently.

I may look really confident, but I feel different inside. However, there is one thing that I know I’m good at and won’t lose to anyone. it’s impossible to try to win in everything, but it’s great to think that you are the best in a specific area. So, I want people to study so they can feel they are the best in that area, and I think that’s an important part of forming a career plan.

Q: What is the reason everyone’s grade is visible?

A: Visualization means there’s a high degree of transparency, and everyone expects you to do a good job. The purpose is to let people around you see and evaluate your grade and OKR.

To be continued in Part 2.

Contact for Recruitment :
AI inside Inc.(https://inside.ai/en/career/)
People Relations Unit E-mail:hr@inside.ai

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