WHO IS JUNGLEˣ #5 -The 7 Principles at Work-
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.
In conclusion, each crew in the Jungleˣ is tasked with the following 'The 7 Principles of Work' as a code.
The context in which "The 7 Principles of Work" are enforced is.
- Great results have a precise process.
- 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.
- 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, for example, to manage 'flow' information from daily conversations, Slack, etc. centrally on a spreadsheet or similar, so that it does not end up as flow and can be used as an 'asset' without anyone telling you (because you may not use that information now, but a month later you may).
The ability to aggregate information and retrieve it at the right time, at the right angle and granularity, allows for creative thinking and increased intellectual mobility to make decisions in the shortest possible time.
- Quantification rather than verbalization
- The universal language Numbers and non-verbal language
- There's sweat behind the numbers.
So look at the numbers
The language that Jungleˣ considers most important is not English or Chinese, but 'numbers'. We use these figures as a common language in our conversations with our global co-workers. Conversely, any report or decision request that does not include figures is considered bad and requires correction.
In addition, regardless of the job, the environment will always ask "which numerical value (KPI) will be impacted by my task". It is not just about creating functions, writing documents or buying equipment, but planning and action is required, working backwards from the numerical values (KPIs).
Defining a problem means unravelling the structure of the problem
Jungleˣ's concept of visualisation means 'structuring' the phenomena that are occurring in order to see them in lines and planes, rather than in dots.
AI can do this if it is just a list of numbers, but by redefining phenomena in terms of 'structure' and raising the level of abstraction, we have led to a number of inventions and problem solutions that other companies can not imitate.
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 do a bigger job, and to immediately hand over our work to other crew members as the situation changes in a fluid way. Keeping it in writing also has the advantage that it can be used immediately 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, and Jungleˣ is looking to document this direction and Level in New Reality.
ウクライナ発個人プロジェクトGitLabが1兆円規模のIPOへ、その4つの教訓 | Coral Capital
ウクライナのソフトウェア開発者Dmitry Zaporozhets氏が2011年10月に、たった1人で開始したオープンソースプロジェクト「GitLab」。それが、ちょうど10年を経て時価総額1兆円もうかがうほどの大成功したDevOpsのSaaSプラットフォームへと進化することになると想像した人は、ほとんどいなかったと思います。GitLabのライセンス・SaaSビジネスを展開するGitLab ...
Continue to create a system that allows profits to be made, rather than making profits.
In order to ensure thorough rationalisation, each crew member is required to use a specific type (format) for tasks and reporting, instead of using disparate types (formats). 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.
◇ 「押し出しファイリング」とは 「 押し出しファイリング」は、拙著『 「超」整理法』（中公新書、1993年）で提案した書類の整理法です。 「資料を封筒に入れ、新しく作った封筒は 左端に入れる。使った封筒は、もとの位置に戻すのではなく、 ...
It is also necessary to break the system and rebuild it into a better one, rather than operating the system once it has been created all the time.
In addition, Junglers have the opportunity to check with each other on a daily basis which of these 7 principles their output is in line with (as part of the structuring process).
Priorities for increasing the number of staff First, structuring Second, technologisation Lastly, more personnel
The phrase "we don't have enough people" is often heard in any company, but at Jungleˣ, instead of easily increasing the number of staff, you must check whether there is any room for improvement through structuring and automation (technology) as a precondition for hiring personnel. You have to determine which areas can be resolved with manpower and which areas are causing unnecessary hassle in the first place.
He 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 the individual. It is the concept of creating new products by combining existing components, like Lego, for example, and is also required for day-to-day tasks.
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 entry and wondering what kind of organization Jungleˣ is, were 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 wonder what kind of people are Junglers who work for such an organization, please access our Meety page.
- Mutta SHIMIZU's Meety(PdM)
Thank you for reading till the end. (Written by Gachapin INABA)