【英語要約】鎌倉資本主義

Review

This book considers the future capitalist society through the activities of a company called "Kayac, an interesting corporation." It looks catchy and flashy, but they're serious. The author is seriously trying to change Japan while thoroughly pursuing "interesting".

I think everyone feels that capitalism, which pursues only economic benefits, is reaching its limits. In the future, companies will also have to work on social contributions and increasing the "happiness" of individuals. However, unlike the indicators of economic growth, there is no clear indicator of "happiness." Therefore, this book proposes a new way of capitalism called "Kamakura capitalism".

"Kamakura capitalism" defines the connection between people in the area and the environment such as nature and culture in the area as "regional capital" and uses it as a new value index. In Kamakura capitalism, the goal is to recognize and increase "value = capital" that has been ignored until now. By doing so, the authors say, they can solve the problems of traditional capitalism.

Underlying kayaking activities is a passion for "doing interesting things." "The limits of capitalism" and "creation of new value indicators" seem to be stubborn, but they simply think "I want to do something interesting with everyone" and "How can it be interesting?" After all, it is an "interesting corporation". Its simplicity and lightness make the theme feel familiar. It is a book that allows you to think about the economy and regional revitalization with a relaxed feeling.

The main points of this book

Point 1

Countries and companies have pursued a single indicator of GDP (gross domestic product), but it is becoming important to increase spiritual affluence and well-being that cannot be measured by GDP.

Point 2

In addition to economic capital, "Kamakura capitalism" aims to consider "connections between people" and "nature and culture", which have been neglected so far, as "capital" and to increase them.

Point 3

Kayaks "support" the city of Kamakura through initiatives such as "town employee cafeteria," "town nursery school," and "town personnel department."

[Must read point!] Traditional capitalism and Kamakura capitalism

"Diversity" is "interesting"

The "interesting corporation kayak" (hereinafter referred to as "kayak") established by the author aims to create an interesting society. What is "interesting" to them is that they are having fun and that there is "originality" and "individuality". It's not fun if everyone is the same. Therefore, kayaking regards "diversity" as "interesting".

In recent years, the number of local cities similar to Tokyo has increased. No matter how wonderful Tokyo is, it wouldn't be fun if all of Japan became like Tokyo.

The "interesting society" that kayaks think of is "a society in which diversity is recognized," "a society in which each person shines," "a corporate society in which each company is unique," and "a community in which each region is unique." Kamakura, where kayaks are headquartered, is inconvenient because it is far from the city center. That's why I think it's interesting.

Rather than aiming for Tokyo, it prospers while preserving the individuality of the area-that is what kayak thinks of "regional revitalization." And I think that the efforts for regional revitalization are directly linked to the efforts for the issues facing capitalism.

Capitalism at its limit

Capitalism has big challenges. There are two types: "pollution of the global environment" and "widening wealth gap". Behind this is the pursuit of a single indicator, GDP (gross domestic product), by companies and countries. GDP has been used as an indicator of economic activity and economic affluence, and it has been considered good for GDP to continue to grow.

But is GDP really the only indicator of affluence? Activities such as realizing a work style close to work and residence, enjoying locally produced and locally consumed ingredients, creating connections in the community, and improving one's own town through non-monetary projects will not lead to an increase in GDP. .. Rather, it is a mechanism that spends money on transportation and increases GDP by traveling long distances by train or eating imported foods. However, the proximity to work and residence is less tiring, and locally produced ingredients are cheaper and fresher. I think these contradictions have accumulated and become a big problem.

Of course, economic growth is necessary, but it is not interesting to use that alone as an index. I think it is becoming more important to increase spiritual affluence and happiness.

New value standard "regional capital"

"Kamakura Capitalism," a new form of capitalism centered on the region, has arrived after continuing to search for an alternative index to GDP.

In Kamakura capitalism, the idea of ​​"regional capital" is used. Regional capital is composed of three elements: "regional economic capital" (financial resources and productivity), "community capital" (connections between people), and "regional environmental capital" (nature and culture). The idea is to make people happy by increasing these three in a well-balanced manner.

Unlike traditional capitalism, Kamakura capitalism considers values ​​that cannot be measured by money. Aim for more sustainable growth by measuring the new value of regional capital. As a result, the region develops in various ways, leading to the solution of two major issues of conventional capitalism. Kamakura Capitalism aims at "sustainable capitalism". Introduced in this book are three ways to increase capital and indicators for measuring them.

The authors use the name "Kamakura capitalism" to transmit regional capitalism from Kamakura, but in the future, regional capitalism will be transmitted not only in Kamakura but also in various regions. I hope that.

Value standard that is not GDP

"Evaluation not evaluated" Dice salary

Just as GDP is an indicator of economic growth, companies have a valuation system. The author believes that the evaluation system creates a corporate culture.

At an interesting corporation, we want to create an organization where "interesting people" are highly evaluated. That is why "dice salary" is adopted. This is a mechanism in which "basic salary x (dice roll)%" is paid as + α every month. The basic salary will not decrease.

There is no completely fair monosashi for human beings to evaluate human beings. In that case, this system is to entrust evaluation and fate to heaven. Of course, evaluation is important in work, but there is a desire for employees to work without worrying about the evaluation of others.

There are various things in countries and companies, but in the future, values ​​that cannot be measured by existing indicators will become important. We have to think about what kind of index should be used to evaluate the value. The author thinks that it makes sense for a private company called kayaking, which pursues business performance, to set new indicators on its own.

"What", "who" and "where" determine happiness

When you work, you decide "what to do", "who to do", and "where to do it". Of these, the only thing that has been emphasized in traditional capitalism is "what to do". However, now that the growth of companies and the affluence of individuals are no longer always linked, it can be said that "who to do" and "where to do" are also increasing their presence.

For a company, "what to do" is, of course, economic activity, that is, "profitability." There are various indicators for this. On the other hand, there are no management indicators for "who to do" and "where to do". It is not checked by shareholders or the market. Therefore, it tends to be secondary.

Kayaking thinks that we should also look at "who" and "where" that have been neglected so far. In order to increase the happiness of people, it is necessary for companies to index all three values ​​and pursue them.

Review "what to do" to management capital, "who to do" to social capital such as connections with people and communities, and "where to do" to review environmental capital such as nature and culture surrounding us. It leads to. Recognize and index the value of what was once truncated, such as social capital and environmental capital. That should lead to long-term affluence.

The keyword is "local community"

Brainstorming with Brest

If you work on everything as "Jibungoto", people will become serious and creative. Brainstorming (breasting) is an effective training method.

In kayak brainstorming, two things are important: "getting on people's ideas" and "getting numbers anyway". "Getting on people's ideas" means not denying people's stories, but adding or developing them. "Getting numbers anyway" creates the ground for ideas without fear of failure.

Such brainstorming changes the whole company positively. Teamwork improves because we listen to each other and come up with many ideas without denying them. Furthermore, as I think about ideas for issues, I come to understand them as jibungoto. And above all, it has the advantage of being fun.

Make the area jibungoto

When managers and employees start participating in community activities, the towns they live in become jibungoto, and the company begins to take root in the community. Then, the number of people working in the area will increase, the connections with people will increase, and the economy of the town will be revitalized.

The ideal development after that would be for local residents to become shareholders of the company. The more a company commits to the region, the higher the value of the region and the more it can be returned to shareholders. Efforts to increase economic, social and environmental capital are in the interests of companies, shareholders and the community. If we can build this “Sampo good” ecosystem, regional capital will increase at an accelerating rate.

Kamakura Capitalist Activities

Activities to support the town

In kayaking, the strength and fun of the community unique to the region are used as capital, and activities are being carried out to redefine it as the affluence of the region. The keyword that came up in that was "supporting the town." We believe that by supporting the town, capitalism rooted in the region will be realized.

As part of that activity, the "Town Employee Cafeteria" opened in April 2018. This is a cafeteria where people working in Kamakura can easily have breakfast, lunch, and supper (Note: currently only lunch and supper). Anyone who works in Kamakura City can use it, and employees of member companies can receive a discount.

Originally, he was considering opening an employee cafeteria as a welfare program for kayak employees. However, the traditional employee cafeteria is closed and not interesting. Therefore, I thought that the dissatisfaction could be resolved if it was in the form of a "town employee cafeteria."

Also, in a normal employee cafeteria, similar menus continue and I get bored. So I decided to have a local restaurant or chef cook it on a weekly basis. It's a burden for restaurants and chefs, but most shops agree that they want to support the people who work in Kamakura. This initiative is also drawing attention in terms of local production for local consumption of foodstuffs.

The employee cafeteria in the town functions as a community space where many people gather across the boundaries of companies and organizations to increase the connections between people. The encounter there may give rise to new initiatives. These communities will make the city even more interesting.

There is also a company-led childcare business called "Machino Nursery". The first floor of the building is a nursery school and the second floor is a shared office, so you can work in the same building while leaving your children. It also serves as a place to create a child-rearing community between parents and plays a role in enhancing the social capital of the region.

Option to "work in Kamakura"

In Kamakura, there were many wealthy people who retired and emigrated, and the income from municipal tax and property tax was abundant. However, if the population decreases in the future, the tax revenue of the town will also decrease. Therefore, it is necessary to prepare a place to work in Kamakura and have the younger generation move to it to maintain the vitality of the town. The result was an initiative called the "Machi no Human Resources Department."

The Human Resources Department of the Town is led by the directors of the Human Resources Department of companies based in Kamakura, and holds joint recruitment briefings, joint training, and creating a database of retired human resources. In addition to supporting people who want to work in Kamakura, it also plays the role of creating connections between companies with human resources problems and providing a place for study sessions and information exchange.

In an era of diversifying work styles, it is possible to think of "working in Kamakura" instead of working for one company. If we can share human resources throughout Kamakura, we should be able to root excellent human resources in the region and lead to regional revitalization.

Recommendation of reading

If you pick up this book, please remove the cover. The beautiful scenery of Kamakura spreads out, and you can feel the "regional value" that this book claims.

The summary focuses on the concepts of "regional capital" and "Kamakura capitalism" and how they appear in actual community development activities. In this book, the idea of ​​kayaking that could not be introduced in the summary and concrete activity examples such as "town movie theater" are introduced more abundantly.

This book also touches on examples of community development using technology, which may be a hint for thinking about future society. If you feel something is wrong with the traditional economy, or if you are looking for ideas for regional revitalization, please pick it up.

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