Creating an environment where people can demonstrate their talents, 
even if it means killing the rules sometimes.

現在、DMMが手がける事業は60以上。もはやCOOといえども、すべての事業の詳細を把握することはできません。それに僕は「できる」と判断したらどんどん人に任せていくタイプ。僕の役割は、メンバーが力を発揮できる状態を整えることです。たとえば、問題を解決するために議論の場を設定する。人的リソースが不足しているなら、即座に必要な人を採る。そうしたアプローチで、事業を正しい方向へと導きます。もし組織のルールが問題で、誰かが力を発揮できないのだとしたら、既存のルールを変えることすら厭いません。

Sometimes it's also my job to pull the levers. The most recent example would be the E-books business. What I did first was dig into why we were focusing on this business now and clarified the business vision. After that, I made sure that the resources needed to realize the vision were invested in the business. By repeating this process, the business grew its sales some 30-fold in the several years since 2015.​ ​

 

I communicate
DMM's culture.

ここまでの話は、僕自身が亀山会長や他の古株社員から学んだやり方です。こういったカルチャーを、僕はこれからも大切にしていきたい。では、全社員を前にしてそう伝えれば、これが浸透するのかといえば、そう簡単なものではありません。結局は、部下や同僚と時間をともにするなかで「伝播」させていくしかないでしょう。企業のカルチャーを継承するとは、そうした地道な営みの繰り返しです。

Taking the opposite tack, if people like us close to top management take some action, it will certainly get communicated down to the lower ranks. A recent good example is the media exposure. The Chairman, me, and our executive officers are increasing our media exposure. I'd like to see our business division leaders and employees working in their fields get more media exposure too. If people are more aware of the world looking at them, they will also have a greater sense of responsibility. This also shows people outside that we have an organization with a deep enough bench that regular employees get media attention. More than anything, I would like employees to rediscover their own appeal through opportunities to appear before the media.

 

Becoming chaotic with no limits, 
 and creating an environment that allows for greater challenges.

What I love most about DMM employees is the seriousness with which they tackle their work. Even if they didn't propose a business themselves, they all support it fully as if it were their own idea. This attitude doesn't change even, for instance, if the business idea came from someone outside DMM. This is why so many businesses have come into DMM from outside as well. There would be nothing better than to have outsiders think of DMM as where they can bring their business to create incredible business growth, and the company to turn to if they don't know where to go for business advice.​ ​

I myself think that DMM as a company should get involved in even more businesses and become chaotic with no limits. Even more than now. I don't think our employees yet have this level of awareness. So this is where we in management must take the lead and create an environment that offers more freedom and allows people to take on a greater diversity of challenges. This is what I truly feel now.