tokoroten: I think Iām starting to understand why Iām so stuck on the word DX. I feel that the essence of DX, āgaining agility through software that is easy to changeā, is not understood by people other than software engineers because the word ādigitalā does not include āagilityā.
nishio: āwork hard at operationā is more agile than āsoftware updateā in a low-tech company that canāt outsource software. Thereās no way to get the message across.
t_wada: ā¦ ā¦!
nishio: personally, I thought it was āobviousā and Iām surprised the response was unexpected w
nishio: There are ācompanies that cannot outsource softwareā, āoutsourcing to an in-house companyā, and ācompanies that can outsource software to their information systems departmentā. There are ācompanies that cannot outsource softwareā, āoutsourcing to an in-house companyā, and ācompanies that allow each department (even non-engineers) to tinker with the softwareā.
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nishio: āWas this system created by the Information Systems Department?ā No, it was created by us, the members of the Personnel and Labor Relations Department.
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nishio: When I see this kind of thing around me, I feel that ācompanies that can only outsource software changes are slowā is a normal thing, but from the response Iāve seen on Twitter, itās still not recognized. Iām not sure if itās still recognized by the response on Twitter.
tokoroten: Thatās because Japanese labor laws are designed on the premise of gaining agility in personnel changes. The terrible reality is that you will lose just by following the common sense of the society, because you will inevitably be a loser in the use of software just by adopting the Japanese labor system.
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tokoroten: The work rules published by the Ministry of Health, Labor and Welfare are based on the premise of gaining agility through personnel changes
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Just adopting the āJapanese corporate work styleā as envisioned by the Ministry of Health, Labor and Welfare will make you a loser in the use of software.
nishio: Ah, I see. I wonder if Cybozuās system of āno personnel transfers against the will of the employeeā (i.e., supervisors do not have the authority to make transfers) is possible because of the agility provided by the software.
tokoroten: āIT availability comes and goesā and āthere is no place for software talent to move toā was a way of thinking until the 90ās. Today, thanks to cloud computing, IT can be deployed anytime and anywhere. Today, thanks to the cloud, it is possible to deploy at any time, IT availability is constant, and software talent can be deployed anywhere.
nishio: itās obvious that companies that outsource software modifications are slow, but I painted a picture of what happens when departments outsource internally to their internal systems departments
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nishio: If only 1/N of all employees are capable of updating internal systems, then in a situation where updating needs occur in all departments, the load will naturally be N times as heavy on the information If there are only 1/N people who can update the internal system, then in a situation where the need for updating occurs in all departments, N times the load will naturally be concentrated on the information system. If each department can do this within their own department, the communication costs associated with in-house outsourcing will be reduced.
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tokoroten: A true horror story āWhy doesnāt this system fix so many errors?ā Iāve already made a request to the head office, but the IT department at the head office wonāt be available until six months from now, so I canāt fix it until six months from now.
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tokoroten: i would like to talk about domestic violence on a regular basis
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nishio: too much lol
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I seeā¦ if the group companies are large and there is a rule that you can only use what is within the group, there will be no free competition in the market, so in-house outsourcing will be slower than regular outsourcing.
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tokoroten: When I hear about Cybozuās HR department building their own system, it reminds me of the story about Facebook hiring programmers for marketing and HR. I donāt know how true it is, but it reminds me of the story that Facebook hires programmers for marketing and human resources, otherwise they canāt improve their systems.
Regarding āJapanese labor laws are built on the premise of gaining agility through personnel transfers, so simply adopting a Japanese-style personnel and labor system will inevitably make you a loser in the use of software.
chachay: In this arrangement, I think the job system is for people who are particular about the format of documents (but the format is well designed and finely updated with high expertise), and the membership system is for people who have a flexible workflow from a broad perspective (which is covered by the operation). I think itās more like a membership system that allows flexible workflow from a broad perspective (covered by operations)ā¦
tokoroten: in a world with extremely strong labor unions, no software, no outsourcing or subsidiaries, I think so! The reality is that if you want to get promoted or move into another position, you are expected to go beyond the JD, and if your JD is to create software, you are expected to do all the work involved in that.
nishio: There are two factions: one is the āmembership-based employment plus the right to transfer personnelā approach to multi-skilling, and the other is the ājob-based employment plus the right to fireā approach to procuring the necessary skills on the market. Cybozu has introduced a membership-based work style with no personnel transfers where there were two factions, and perhaps IT and information sharing are the way to achieve multi-skilling.
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nishio: the HR department is multi-skilled to develop systems. Iām also guessing that the promotion of voluntary internal transfers and parallel work is causing multi-skilling without mandatory HR transfers.
tokoroten: Iāve included the fact that Cybozuās HR department is developing their own system by tapping into kintone in my next presentation material for a companyās new employee training.
relevance - slow-moving business
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