A Sense of Crisis and Goals Underlying "Never Afraid to Take on New Challenges

I am happy to see that the note that I published last time on the process of developing a new mission and vision was well received, but this time I would like to share my thoughts based on the contents of BitStar's Culture Book (a book that embodies the values that we all share in our daily work.This is the first project in which I will share my thoughts based on the contents of BitStar's Culture Book (a book that embodies the values we want to have as a common understanding in our daily work).

The theme of this issue is "Don't be afraid of new challenges".

This culture code is introduced in the second part of the culture book, and it is actually my most important code.I would like to write about why this culture code is important.

The industry is highly competitive

First of all, we believe that the entertainment and startup industry, of which BitStar is a part, is a fiercely competitive environment.

To give you an idea of how rapidly things are changing, the players in the industry seem to change every three years or so.Even companies that were doing well just a short time ago have stopped growing before we know it, or have pulled out of the market.

While it is natural to be on the defensive because of the possibility of being caught in a fire or compliance situation, there is essentially a sense of crisis because if you just keep providing the same service to your customers, they will stop choosing you.

There are many other companies in the same industry, besides BitStar, competing with each other on a daily basis.

Since every company is always looking for something new that other companies are not doing, we believe it is important for BitStar to continue to take on new challenges that will add value to our customers more than any other company.

For example, I have always been conscious of "not being afraid to take on new challenges" by starting the conversation with "I can do it," no matter what is asked of me.I can do it.

This may sound like a lie, and it is difficult to express, but whether it can be done or not is a matter of time frame, and depending on the conditions and schedule, it should be possible to solve the problem at hand unless it is impossible to do so.Of course, you cannot do everything yourself, so if you bring it back to the company, even if the answer is "I will check with someone in the company who knows more about it," you may increase the possibility of coming up with a feasible proposal with the knowledge of experts from inside and outside the company.

Looking back on how I acquired this way of thinking, it goes back to my previous job when I was in charge of new business at a venture company.At that time, it was a new business, so I had the experience of giving shape to the business with no one in the company to teach me on a practical level.Who will follow a leader who is insecure?If you don't assume you can do it, you can't create a vision and demonstrate your ability to get there.

I believe that the experience of declaring "I can do it" and believing in myself as the basis for doing something new was the only way to proceed, and that is why we are where we are today.

Of course, taking on new challenges is hard work.
That's easier said than done, but it is only after organizing the people, goods, money, and time frame to establish a roadmap for realization, and adjusting stakeholder expectations, that you can finally proceed without incident.It is a lot of work just to move forward.

I know I write this lightly, but when I was a new graduate, I had a few accidents myself.

I think that in the end, it is the new challenges we take on in our daily activities that make a big difference in our business and personal growth.

To "become a leading platformer in the creator economy

At BitStar, our mid-term goal in realizing our vision is to "become a platformer representing the creator economy".

By "platformer" we mean not only a product, but also a platform in the broadest sense that adds value to customers by combining a variety of businesses and stimulating transactions among creators, clients, consumers, and other stakeholders.

The more creators gather, the more accurate the matching with clients becomes, and the more clients there are, the more creators gather because it is a place that attracts work.

In this way, we believe that a virtuous circle will be created if we can firmly add value to both sides of the ribbon diagram.

Some added value to customers can be created through daily study, while from a larger perspective, more value can be provided by increasing business.

Therefore, it is very important for us to take on new challenges in terms of constantly creating new businesses.

To become a leading company in Japan

When I started BitStar, my motivation was "to create a company large enough to contribute to industry and culture".When I looked at the companies that could make such a big impact in Japan, I found that they were all conglomerates (companies with multiple businesses).Not only long-established companies, but also so-called mega-venture companies such as CyberAgent and DeNA are conglomerates.

In the early days of BitStar, it was often said that a single business should do it, and there was a strong tendency against conglomerates (multiple business development) where resources are dispersed, but I disagreed.

This is because in the mission and vision of a company, whether it is a single or a conglomerate is only a means to an end.It is also based on the idea that, from the customer's point of view, they will simply choose the company or service with the highest added value.

We believe that the combination of businesses is the right strategy, especially in the entertainment field such as ours, where multiple business development is a good fit,However, when we break it down, we have a wide range of businesses such as agent, production, D2C, product, and content production, so when we expand our business in the future, we can utilize our existing assets and increase the probability of success while expanding.

Therefore, this process is essential for us to become a leading company in Japan in the long term.

These are my thoughts on "not being afraid of new challenges.

We believe that this culture code is important, both in terms of our constant sense of crisis and in terms of our medium- and long-term goals.

The culture code embodies BitStar's three values in the form of 10 SPIRITS.I hope to communicate my own thoughts on the remaining 9 values, mainly to our employees and potential employees, but also to our stakeholders to help them understand BitStar.

I write with an unusually high frequency, so if you find it at all "helpful" or "interesting", I would appreciate it if you could like, follow, or comment on it, lol.

Thank you for reading this long article!See you soon.