I am Yoshida, president of Yamada Shusei Ltd., a professional apparel garment repair group in Nagaoka City, Niigata Prefecture.
Needless to say, Sota Fujii is the first prodigy shogi player in history to win eight Shogi titles simultaneously, and according to AI analysis, he makes far fewer mistakes than other top players. Of course, he is a human being, so he is not without ups and downs, but he is a high performer whose ups and downs have a much smaller chance of being fatal.
Let us summarize the key points that can be learned from Sota Fujii to reduce ups and downs in management.
1) Thoroughly practice the basics
He practices thoroughly the basics of Shogi, such as "Ote," "Tsumi," and "Koma-doku" to reduce mistakes. He always plays accurate and solid Shogi.
It is important for us managers to thoroughly practice the basics of our business, such as "customer satisfaction," "quality control," and "cost reduction," in order to prevent a decline in business performance.
2) Flexible response
He responds flexibly according to the opponent's style and phase of the game. He does not stick to his own style, but chooses the best move according to the situation.
It is important for us managers to respond flexibly to the needs and trends of the market and customers.
It may be necessary to identify your company's strengths and weaknesses, and develop new services or products, or change sales channels or pricing in order to increase competitiveness and innovation.
3) He maintains balance
He maintains a balance between offense and defense. He is neither too aggressive nor too defensive, and always assesses the level of safety for himself and others.
It is important for us managers to maintain a balance between profit and risk. If we pursue profitability, we increase risk, and if we avoid risk, we decrease profitability.
Great achievements such as Sota Fujii's are also made possible through steady day-to-day efforts. Encouraged by this, we will strive to improve the stability and sustainability of our business on a daily basis.
