Interview with JOH
#Inspiration
#Podcast
#interview
While watching the interview, I felt compelled to organize my thoughts in real time. Here’s the summarized text:
Sense
- The “sense” of a fashion designer is different from the actual sense the interviewee perceives and values.
- The approach to decision-making should vary between logic-based and intuition-based matters:
- “We need to earn more interest” → Requires logical reasoning.
- Decisions that demand intuition → Involve sense → Require the ability to make wise decisions.
- Sense is more about convergence than divergence (?) → Choosing something inherently means discarding other options → Since gain and loss hold equal value, the process of narrowing down options defines the act of making decisions.
An Event That Changed the System
- In the past, marketing teams often dictated plans to design teams in a top-down approach.
- This method seemed inefficient.
- The system was restructured so that the design team could also influence marketing decisions at Naver.
- The key was not simply altering the organizational hierarchy but giving individuals with stronger competencies the decision-making authority to utilize their sensory abilities fully without being confined to their boundaries.
- A more integrated organizational structure was created.
Leadership
- If you are dissatisfied with yourself, it’s difficult to be generous with others.
- Believing in yourself is essential to trusting others, which ultimately ties back to leadership.
- The company was already highly successful, and the interviewee felt like someone who “created unnecessary work out of passion for the job.” This led to their decision to leave the company (no need to endure feelings of self-reproach).
- Even if the company considered them an invaluable asset, the decision-making processes within the organization led them to feel their role was unnecessary.
- Their ability to think deeply about the essence of matters beyond their assigned responsibilities was a double-edged sword.
- If they couldn’t receive complete support from the company, the work became meaningless.
- For the interviewee, making decisions is easy. However, when these decisions affect the organization, they bring numerous additional responsibilities:
- Employee reactions, HR considerations → Leadership responsibilities.
- While the answers to decisions exist, the process of reaching those answers is challenging.
- Finding an answer is relatively straightforward, but the journey involves “people,” and effectively persuading and demonstrating leadership to these people is the hard part.
Essence and Common Sense
- To persuade others, the explanation must often be simplified to the most fundamental level → At that point, most people will recognize it as true and agree.
- The essence of a task is usually simple (e.g., making a service successful by appealing to users’ instincts—this is a simple essence).
- Conversely, even with advanced techniques and technology, if there’s no essence, it’s impossible to convince others.
- Building aligned relationships is difficult. Even the lowest-ranking individual in an organization must possess all the relevant context to present meaningful opinions.