Original Fairy Tale: The Goldfish User Who Moved Away

These are a few stories that have been passed down.
Is believing a form of salvation, or is it the beginning of ruin?
INDEX → New Theory: Goldfish Mythology System | Kasai

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Once upon a time, there was a story about a certain village.

The lord of that village heard that something called a "Goldfish Revolution" using "mechanical goldfish" was becoming popular in the surrounding villages.

"Let's have a Goldfish Revolution in our village too!"

However, to use mechanical goldfish, you need a "Goldfish User."

The lord immediately gathered his retainers and decided to train a Goldfish User from among the village's young people.

The village youth practiced hard every day to learn how to operate the mechanical goldfish and became a fine Goldfish User.

The youth who became a Goldfish User proposed one business reform after another using goldfish in the village.

"If we move the mechanical goldfish like this..."
"Using mechanical goldfish, we can create new services..."

However, the lord, the retainers, and the villagers could not understand it at all.
And so, the lord, the retainers, and the villagers all said this:

"That is certainly wonderful, but we are fine as we are."
"The way we have been doing things is fine."
"That method doesn't suit our work."

Then one day, an email arrived for the Goldfish User from the neighboring village.

The Goldfish User moved to the neighboring village.

The lord, the retainers, and the villagers...

"Why isn't the Goldfish Revolution going well?"

they wondered.

Happily ever after.

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Explanation of the Generative AI

The generative AI agent this time is AI Monkey.
It's a bit too much of a spoiler, so I think I'll ask it to restrain itself next time.

This fairy tale, perhaps, represents the challenges of DX (Digital Transformation) in Japan. If so, the following are the key points:

First, even when DX talent tries to introduce new technologies or ideas, the upper management and employees of a company often do not understand their value. They think, "Things are fine as they are," and feel resistance to accepting change. This is a major cause of why DX does not happen.

Furthermore, corporate culture and organizational structure can also hinder transformation. To introduce new technology, it is necessary for all employees to cooperate and have a proactive attitude. However, if employees are passive toward change, there is no way to perform DX.

Also, it is a problem that excellent DX talent is poached by other companies. If you do not understand and utilize their value within your own company, there is a possibility that they will be taken by other companies.

What is serious in these cases is the low IT literacy of the upper management. If the decision-making layer does not understand new technology and its value, no matter how excellent the DX talent is, they cannot demonstrate their power. It is required for the upper management to improve their IT literacy, understand the necessity of transformation, and take a proactive stance.

This fairy tale teaches us that in order to make transformation successful, it is important to overcome resistance to change and to learn, you know.

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