A company is a place where people come together to create something new and valuable for the world.

However, it’s important to ensure that work doesn’t dominate our lives entirely. Keeping things fresh and engaging for everyone is essential, which is why we put a lot of thought into offering variety.

With this in mind, we organize events every month. For January 2024, we went on a restaurant tour near the company, exploring French and Italian places for lunch. These outings were done in groups of about four, roughly twice a week.

We found the restaurants through Tabelog, made reservations, and took slightly longer lunch breaks. I had the opportunity to listen to my colleagues, and even with those I rarely get the chance to dine with, I felt a closer connection.

On Fridays, we usually invite directors to informal team-building sessions at the company’s bar or nearby izakayas. While this is a great way to build relationships (though I feel a little guilty for taking up their personal time), I’m beginning to think these lunches could serve the same purpose. Even without alcohol, the camaraderie remains strong, and it’s certainly easier on the body.

On another note, we recently shifted to a working style where employees wrap up their tasks and leave by 8 PM at the latest. Although our regular working hours are 10 AM to 7 PM, we encourage employees to tackle unfinished work in the morning instead. Personally, I’ve started arriving at the office around 8:30 AM, and I’ve noticed a significant improvement in productivity. Tasks that used to spill over into weekends have dramatically decreased.

That said, some might wonder if we’re constantly working overtime. Currently, our average monthly overtime is about 20 hours—below the listed average of 30 hours for publicly traded companies. Of course, no overtime at all is ideal.

Yet, our work isn’t about completing predefined, routine tasks. It’s about leveraging creativity, intelligence, and innovation to develop something unprecedented and useful for the world. There are times when such work requires additional time and effort.

This leap toward creating “something that didn’t exist before but serves a purpose” is what drives higher revenue and salaries. Some argue that social disparities stem from the divide between creators and consumers, and I agree wholeheartedly.

As a company of creators, this working style feels natural to us. Still, the shift to an earlier schedule has made work physically more manageable. Being able to focus during the fresh hours of the morning has been a boon. I’d like to maintain this morning-oriented approach moving forward.

Hayakawa