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Core Values.

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relentless

Learning

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accountable

Leadership

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keeping our promises to

Customers

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Continuous learning for growth.

Learning is an attitude of life that involves improving oneself with an open mind in order to fulfill roles that align with given authority and duty for growth. Instead of adopting a 'preacher' attitude that appeals only to faith without evidence, a 'prosecutor' attitude that attacks opponents by fixating on evidence that reinforces one's argument, or a 'politician' attitude that focuses solely on action, we need to embrace a different approach. 
*Adam Grant, Sync Again: The Power of Knowing the Unknown (2021)

What we need is a firm confidence that we can overcome any difficult challenge. It requires a 'scientist' attitude—one that learns and accepts reasonable knowledge and experiences with a humble and open mindset, acknowledging that one's current achievements and experiences may be lacking.
*Adam Grant, Sync Again: The Power of Knowing the Unknown (2021)
Approaches to learning based on confirmation and wish bias can sometimes lead to increased prejudice, preoccupation with non-essential issues, and can potentially harm the team. Learning at Neuromeka should align with the company's mission, vision, and core values, and should be directed towards accelerating the achievement of key performance indicators (KPIs). Especially when performing a role or acquiring new skills, the attitude towards learning is crucial. We believe that anyone can grow if learning is effectively conducted in the face of such challenges. Furthermore, learning becomes the primary means of accessing the other core values to be presented later.

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Responsible for performance-oriented​ leadership.

If 'responsibility' is understood as comprehending the gap between phenomenon and reality through thorough analysis or devising new solutions to resolve this discrepancy, overall problem-solving can be articulated in a logical and acceptable manner. Responsible leadership should be founded on mutual trust and integrity. For instance, in the face of a team facing catastrophic circumstances, it's not about flying solo claiming 'responsibility,' or collectively sinking. Instead, it's about persistently seeking assistance until the last moment and proposing and implementing strategies to overcome challenges. Such actions are crucial.

'Leadership' embodies actively executing these actions independently and progressing toward enhancing performance through collaboration with others. Particularly, possessing leadership skills enables one to orchestrate or adapt collaborative efforts with colleagues, subordinates, and superiors in line with the company's mission, vision, and core values. It allows individuals to learn how to contribute to the company's overall performance through various commitments to customers. This fosters a continuous cycle of thinking, application, and adjustment. The values of 'learning' and 'community' in these activities are paramount. Every member must cultivate leadership suitable for their roles and responsibilities and respond responsibly to these demands. A manager with leadership must nurture team members with leadership qualities and guide the team's leadership to exceed the sum of individual leadership capacities.

The ultimate aim of leadership coupled with responsibility is the company's performance. Leadership devoid of performance orientation represents a lack of responsibility and, simultaneously, false leadership, significantly impairing the leadership fabric of the entire company. Particularly crucial is the demonstration of leadership with responsibility in one's role. Failure to attain goals due to pursuing compromised objectives in a manner unsupportive of completion or establishing unreasonable goals without considering one's capabilities results in serious repercussions. Achieving performance must be viewed holistically by the organization, and methods must be devised collaboratively within the organization. Individuals must faithfully pursue their objectives with their own leadership capabilities.

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​Keeping our promises

for our customer's success.

Every action of the company must generate value. The outcome of each 'action' is delivered to the 'customer', and the value accepted by the customer becomes the output value of the action. When various 'behaviors' are interconnected, the value stream of the entire system is complete. For instance, if one behavior serves as a customer of another, the difference in value between input and output is 'added value'.

The value accepted by customers can be summarized in 'delivery time' and 'quality'. Therefore, if one action involves multiple customers, defining 'quality' and upholding that promise are vital prerequisites for members, teams, and the company. In situations with multiple customers, 'responsible leadership' is necessary to prioritize (in terms of both allocated time and available resources), establish roadmaps, and set milestones to uphold all promises (delivery and quality) with each customer.

Each team in the company must define the 'customers' and 'suppliers' necessary to delineate their team and value stream, clearly define their commitments to each other (delivery and quality of deliverables), and assign weight to that value. The weight of that value should form the basis for the input ratio of all resources. Additionally, it's crucial to estimate how much each customer commitment contributes to the company's KPIs. This, in turn, becomes each team's commitment to the 'company' as a customer (KPI contribution rate), serving as a significant quantitative performance indicator. Members within each team should similarly define the flow of values among themselves within the team boundaries. If a team or team member fails to define their customers well or misunderstands the value flow of the company's KPIs, it's imperative to address this through continuous learning with leadership.

Finally, by clearly analyzing the value-added and non-value-added resources of each team or team member, reducing resource input for non-value-added activities is necessary to enhance 'productivity' and refine 'performance prediction'.

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