Conviction is not zero or one. A meeting place for individuality that was beyond the walls that prevented co-creation.




Repro Inc. has captured the world within range. This growth is supported by each and every members individuality and ability, but the strength of the organization comes only from the coexistence of all members. How did Ito overcome the barriers to co-creation, and how did he overcome them? It's a look at the conflicts behind the scenes and growing up.

Where to take the best and smallest next step.

--Please tell us about your current job description.

In addition to being in charge of the functional improvement of the product, I also maintain the front-end development infrastructure as a hobby.

In terms of product functionality, I'm currently working on UX improvements to the in-app messaging feature, and I'm excited to see how Repro's product, which started as a native app in 2015, will expand into the web space in 2018. We are in the process of returning the knowledge and know-how we have developed as we expand our business domain to the app. I feel that there is a good cycle in which the knowledge of both apps and web is naturally fed back to the product development.

--What do you keep in mind as you go about your work?

It's a difficult question (laughs). There are many things... but the strongest would be making better decisions.

--In the Strengthfinder results, "top orientation" is also listed at the top of the list. Specifically, what do you have in mind?

There are two things that I cherish. The first is to "clarify the assumptions and context" and the second is to "prepare as small a unit as possible to validate and evaluate the decisions made".

The first might be rephrased as "don't lose sight of the real issues". For example, a customer or a member of the team you work with might say, "I'd like to add this feature... Suppose you are asked to do the following In this case, there is always a desire (what you want to do or what you want to solve) hidden behind the "Yes, I want it. It's important not to overlook that.

--Some people struggle with the difficulty of reading the ins and outs of it, even when they are aware of it.

It's hard to do. In order to clarify assumptions and context beyond that difficulty, I cherish the stance that there is no such thing as right or wrong decision making in every situation. I think that each decision is not evaluated independently, but is evaluated from a relative measure only after comparing it with other decisions, or comparing it with the time axis of decision making and various environments and situations.

After identifying the problem, the same thought pattern is followed when narrowing down the various options for solution. What is the evaluation axis that determines the superiority or inferiority from each option, under what circumstances, if any, the evaluation premise would change, and what action should be taken in this case? At a certain point in time, the importance of indicator X was considered important and Proposal A was adopted, but as time passes or the environment changes, the importance of indicator X declines and Proposal B or C becomes more likely...

What we've talked about so far is that it's important to set aside past precedents and existing frameworks. I try not to stop thinking, "It's just the way it is...," but to take things into consideration even on a zero basis and focus on what needs to be done to bridge the gap between the ideal I envisioned and the current situation.

--Once it becomes clear what needs to be done, it leads to the second thing to keep in mind, which is to prepare as small a unit as possible to validate and evaluate the decisions made.

Yes. Decision-making does not end once a decision is made, but it often needs to be verified and evaluated before it can be used for the next decision. Naturally, the ease, burden, and motivation of each verification process will vary depending on whether it takes two months, three days, or dozens of times a day to verify.

In the past, I used to make each step so big that I would end up in a situation where I couldn't speed up my verification. Now that I have a sense of what is good and what is not, I try to think every day about where the smallest step is, what I can understand and how I can take action to follow that step. By steadily accumulating these steps, we are steadily approaching our ultimate goal one step at a time.

Specifically, we provide opportunities for regular dialogue with stakeholders, such as scope adjustments, sprint reviews, and user hearings prior to release.

We don't have a situation where a feature we've spent six months developing is complete, but when we release it, we receive harsh feedback from both inside and outside the company, and it chills us out.

--You don't just aim for a one-shot solution, you aim for a solid solution step by step.

Yes, that's right. This may seem like a daunting task to some people, but I believe that taking each step steadily and steadily will lead to a shortcut.

One thought. Acknowledge the ideas behind each other's opinions.

-- Always looking for a better choice and thinking on a zero basis. Find the best and smallest move and take action. When did you get that kind of mindset for your job?

It was a turning point for me when I was taught the importance of this in my previous job. It's been a few years since then, and I can't say with confidence that I've mastered it, but I'm still working hard every day in my daily work.

**I've been doing this since I was a student, and when I look back on it now, these habits may have given me a lot of food for thought.

Honing this attitude has been a good thing, but on the other hand, it's been hard.

There was a time last year when I couldn't help but feel like I didn't want to give in to my opinion. All of us are working to create a good product, so conflicts of opinion and disagreements occur on a daily basis. However, at that time, I couldn't understand the thinking behind the opinions of those around me, and I put myself in the position to do so.

And I had to take a break from Repro for a little while. **

--How did you spend your time during the holidays?

While I was resting, I spent a lot of time doing nothing and thinking about nothing. Little by little I was able to go out and think, and I was reflecting on the way I had been working.

In looking back, I realized that the line of conviction I seek in communicating with others is too high, and that I have a strong tendency to hold on to things I don't agree with and not move forward. The moment I realized this, I felt as if my way of life had become easier, and I felt relieved...I was happy.

At the time, I may have thought of conviction as a "zero or one" digital response.

--However, I think I had the option of changing careers when I went back to work. Did you think about moving to a non-Repro company as a result of looking back over your time off?

I didn't think about changing jobs.

Repro is a group of very unique members. It's almost as if no one has the same way of thinking or values, each person has their own unique personality. These members are united in their daily efforts to provide the best products for end users.

**The reason we exchange opinions with each other is because we truly think about our customers and want to make the products we love even better. **

After the rest, I realized once again how wonderful the environment I was in was. I also found myself with the opportunity to challenge myself in this kind of environment right in front of me and yet I hadn't completed anything.

The more I thought about it, the more I thought, "I can't go on like this," so I decided to work for Repro again.

Respect and accept the values and ideas behind each member's opinions and claims. Differences are bound to arise, so calmly sort out your differences and walk away. Since returning to work, I have become more naturally aware of these things and am able to communicate with my surroundings more smoothly than before.

I've also learned a lot from the product feedback I receive from colleagues in different jobs, such as CS, sales, and product owners. It's easy to find opportunities that lead to my own growth, which leads to a great sense of fulfillment, and I enjoy working here more than I did before I returned to work.

Enjoy the days of never running out of challenging challenges.

--You've just started working at Repro, is there anything you'd like to try in the future?

I want to leave a mark somewhere in the world as we work together in Repro.

What I would like to tackle specifically is the development infrastructure that is recognized as necessary, but has not yet been developed. We would like to explore how to improve the development infrastructure from the perspective of "speeding up the cycle of value provision itself," rather than just providing value through specific functional improvements.

This is a story that leads to the maintenance of the front-end development infrastructure touched on at the beginning of the story here, the contents of the editor coded in the browser visually, check the operation. At first glance, you'd think this would be a typical cycle scene, but there's actually a wealth of information lying around to make the cycle go even faster.

We are trying to find more effective methods and methods in light of the current issues that Repro is facing. It's exciting to have a field where you are given the discretion to try things out, and to be able to work on issues while experimenting with your own colors and personality.

Repro is a company where there are constantly new challenges. Perhaps it's because we have a big vision for the world. That's why we never run out of challenges and each time we get an opportunity to challenge ourselves.

It was Hirata who set this vision in motion, and it may be Hirata who continues to challenge and grow the most at Repro.

"Don't let your growth be left behind by Repro's growth "

Seeing the joy in Hirata's eyes makes me want to enjoy the challenge even more.

reporting and writing: Yamazaki Takahiro



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