here are some members who talk directly to the business

ashamoni56776

This is related to the difficulty of online communication, but I am conscious of actively talking to other members when I come to work. We sometimes go out to lunch, and since each team now has a manager, I also ask the managers about the current status of the members. Also, in large companies, I think there is a tendency to not allow members to express their opinions beyond their direct superiors, but at GIG, this is welcomed. T head without going through me, but that's because they think it would be quicker to ask them.

I think it's actually a good thing because if you're playing a message game with members, managers, division managers, and division heads, your intentions will change somewhere or the speed will slow down. Speed ​​is the weapon of venture business, so I would like Special Data to continue focusing on that in the future. - In an interview about three years ago , you said, ``I want to create a system and rules that will not waver, and a team that has a strong core can be strong.'' Have you been able to build a strong team since then? The environment has changed considerably from three years ago, and I no longer only look at the sales team.





At that time, there was a part of me that was conscious of ``I need to learn about GIG's sales guidelines, weaknesses, and strengths, and strengthen them further,'' but now I work in the same team in marketing and customer success. Furthermore, each job category can now have a manager or a member with a similar role. So, what I need to do now is not to ``build a team,'' but to be a stronghold to help the manager when he gets lost. While leaving some level of team building up to managers, I would like to create a system in which those teams can be brought together at a higher level.