How can we cultivate talent to take on new businesses?
I found an interesting book.
The secret to the success of new businesses. It is...
Have you heard the company name "CyberAgent" somewhere?
Can you picture it as an IT company, maybe with President Fujita?
Although it has grown into a company too large to be called a venture, it seems that venture-like mechanisms are swirling within it.
Today's featured book
CyberAgent: The Mechanism for Cultivating Breakthrough Leaders
- Why are management talent and new businesses being created one after another? -
By Toru Uesaka 2020.2
What is the mechanism that allows management talent and new businesses to be created one after another?
People grow through experience
・People grow through experience. There are vast opportunities to gain experience.
・Entrust, let them experience, and engage with them properly.
・Give a second chance to those who have challenged themselves and failed.
・If you increase the number of companies, you increase the number of positions.
・The number of subsidiaries has increased to 115 (as of September 2019).
・Regardless of age, there are various opportunities and mechanisms for transfers.
・The president and executives work intensely.
After all, in the midst of experience, people think and fail. Because they do it seriously and fail, the learning is significant.
It is a cycle of thinking → acting → failing → learning.
What works is either the fastest or the best
・What works is either the fastest or the best. There is no single pattern for success.
This phrase is thrilling.
I also realize that speed is important, and that successful projects progress surprisingly quickly.
If it takes too long, the enthusiasm eventually cools down, the direction becomes blurred, and the risk of the project disappearing increases. The correct answer is to do it quickly and see it through to the end.
1,000 new business plan applications in 4 months!
・1,000 new business plan applications in 4 months!
(Since it is a company of 5,000 people, 1 in 5 people applied!!)
・Lower the hurdle for applications. The application form is just one page.
・What will you do? (In one word)
・Market situation
・Why can you do it?
・In addition to ideas, look at personality. Interview → Presentation to the president
・Prioritize projects that can be started small → Additional investment if it looks promising
・Gather people who want to work together
Case study of an in-house idea contest
The sheer number of ideas. The centripetal force and enthusiasm to gather them.
I think this is real power.
Starting small is also a key point. If you can start with a small amount, you can try many things. You won't find the seeds of a big hit unless you increase the number of trials. That is what it means.
Do not run away when things get tough
・Do your best in hiring. People who fit the company culture, joining the company rather than just looking for a job.
・Do not run away when things get tough. See things through, learn from failure, and express yourself. I feel potential in such talent.
In the end, it's all about the people.
Who will do it?
Who will they do it with?
That is what determines the outcome.
It feels like creating a Silicon Valley ecosystem within a company.
I wonder if it's like the feeling of young people in the venture seed stage giving presentations every day.
Thinking about it, it feels like large corporations can't win and will be pushed into a different world.
The author, Toru Uesaka, is a very popular writer.
His dynamic writing style makes it even more compelling to read.
It is a good book that helps you visualize how new businesses and talent grow.
This article was written by:
Shigeki Kawahara, Representative of Mousou Biz Planning
https://mousoubiz.com/
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