WHO IS JUNGLEˣ #5 -The 7 Principles at Work-
Introduction
In our previous "Who is the JUNGLEˣ" series, we have mainly posted articles about the Vision of the Jungleˣ, but in this article we will turn around and introduce the principles and ideas behind the feet that we value in our work.
Each crew in the Jungleˣ is tasked with the following 'The 7 Principles of Work' as a code.
- Centralisation
- Quantification
- Visualisation
- Documentation
- Structuring
- Automation
- Standardisation
The context in which "The 7 Principles of Work" are enforced is.
- Great results with precise processes.
- Minimise communication costs when performing tasks together between different nationalities and languages.
- Even newcomers can work on an equal footing with experienced staff.
The following section explains what each principle is.
1. Centralisation
- Winning or losing depends on the collection, management and use of information.
DNS (Digital Nervous System)
- Speed is intellectual mobility.
As stated in Bill Gates' famous book, "Management at the Speed of Thought", Jungleˣ also believes that the collection, management and use of information is the key to winning and losing in business.
Therefore, Junglers are required to manage the 'flow' information extracted from daily conversations and Slack centrally on a spreadsheet or similar. The information should be able to use flexibly as an "asset" without being said by anyone. (You may not need the information now, but a month later you may).
The ability to retrieve and aggregate information at the right time, angle, and granularity allows for creative thinking and increases intellectual mobility to make decisions in the shortest possible time.
2. Quantification
- Quantification rather than verbalization
- Universal numbers and non-verbal language practice
- Discover the causes behind the numbers.
Focus on numbers
The most important language that JUNGLEˣ considers is not English or Chinese, but 'numbers'. We use these figures as a common language in conversations with our global co-workers. Conversely, any report or decision request that does not include figures is considered flawed and requires correction.
In addition, regardless of the job, people will always ask, "which task will impact numerical value (KPI)". It is not just about creating functions, writing documents or purchasing equipment; planning and measuring are required to work backwards from the numerical values (KPIs).
3. Visualisation
Unravelling the structure of a problem is key to defining/interpreting the problem
JUNGLEˣ's concept of visualisation means 'structuring' the occurring phenomena to see them in lines and planes rather than in dots.
AI can also do this with just a list of numbers. However, by redefining phenomena in terms of 'structure' and raising the level of abstraction, we have led to several inventions and problem solutions that other companies cannot imitate.
4. Documentation
None of us can match 'all of us'.
In the JUNGLEˣ, we are required to keep our daily output in writing. Not to do a 'one-man job' but to work together to perform a more outstanding job and immediately hand over our work to other crew members when the situation changes. Keeping outputs in writing also has the advantage that it can be used directly as an explanatory document to external parties.
In addition, Gitlab, where multinational employees can work in an all-remote environment, provides a Playbook with over 10,000 pages of working methodologies and rules. JUNGLEˣ is looking to document this direction and level in New Reality.
5. Structuring
Building a system that allows profits to be continually made, rather than only making profits.
To ensure thorough rationalisation, each crew member must use a specific type (format) for tasks and reporting instead of disparate kinds of format.
For example, a company's system arranges each spreadsheet within a single file, following the 'push-out filing' philosophy, with the most frequently used sheets moving to the left.
For example, a system exists within the company to rank each spreadsheet within a single file, following the 'push-out filing' philosophy, with the most frequently used sheets moving to the left.
It is essential to break the system and rebuild it into a better one rather than operating it lifelong.
Junglers need to check that the output of the seven principles coincides with each other as part of the structuring process on a daily basis.
6. Automation
Priorities in expanding personnel
First, structuring
Second, technologisation
Lastly, more personnel
The phrase "we don't have enough people" is often heard in any company. At JUNGLEˣ, instead of quickly increasing the staff, you must check whether there is room for improvement through structuring and automation (technology) as a precondition for hiring personnel. You have to determine which areas can be resolved with staffing and which areas are causing unnecessary hassle in the first place.
7. Standardisation
Who controls the standard controls the market.
Standardisation, in JUNGLEˣ's view, is the creation of 'de facto standards' by thoroughly breaking down and modularising existing concepts and operational processes that are often too complex for an individual. It is the concept of creating new products by combining existing components, like Lego, and is required for day-to-day tasks.
Conclusion
How was this article?
We hope that this article has given you some insight into the principles that Jungleˣs values in their work.
If you are interested in reading this article and wondering what kind of organization JUNGLEˣ is, Please visit our website and learn more about our business, where a highly sought-after PdM like Mutta turned down an offer from a major company to join, please visit our websiteJUNGLEˣ HOME(EN)
If you are curious about the style of Junglers, please meet them at our Meety page.
- Mutta SHIMIZU's Meety(PdM)
Thank you for reading till the end.
(Written by Gachapin INABA)