Hello, this is UniqueGood Company. Today we're sharing the story of the "Nano Venture" lecture we delivered to all of Hunet's employees.
Hunet runs "Innovation Academy," a company-wide lecture program held for about an hour every other Wednesday morning. It's a forum for expanding and growing the insight of all employees, and recently it has invited various speakers on the topic of AI. This lecture was a bit special.
Hunet read CEO Song's book "Nano Venture," and they asked directly for a lecture because they wanted to share the insights they gained from it with all employees.
AX that leaves the way work is done as it is
is bound to fail
Why is organizational AX so difficult?
The first thing CEO Song raised was the process bottleneck.
Thanks to AI, planning documents come out quickly and design mockups are faster too.
But what happens if the structure, where those outputs wait for approval and then get handed to the next person, stays exactly the same as before? In the end, nothing changes.
Just as with Brooks's Law, or how boiling ramen takes four minutes no matter how many people are in the kitchen, if the process stays the same, bottlenecks at each stage are unavoidable. In other words, each stage has gotten faster, but the overall speed remains the same.
The point was that if each member keeps moving as a unit that just produces deliverables, nothing will change.
The essence of the business lies beyond the wall of refusal
CEO Song pointed out that, as everyone now knows,
AI has moved beyond partial tasks like planning, design, and coding into a stage where it reasons, synthesizes, and even executes.
So what should we do now?
As AI takes on much of what humans used to do, what should people do?
CEO Song answered that people will now focus more on the essence of the business.
Business means meeting customers who sit beyond the "wall of refusal," solving their problems, and as a result growing our revenue and sustainability.
The work we used to do inside the wall, planning, designing, and writing code, can now be handled by AI. So human work naturally shifts outside the wall, toward directly meeting customers. Work isn't disappearing; its center of gravity is moving.
Don't build separately; move together as an agent organization
So how should the organization change?
CEO Song's answer was an agent organization, AO.
Instead of each person producing outputs and handing them to the next person, he proposed restructuring the organization so people can communicate, execute, and direct work together.
To borrow the lecture slide's wording, things shouldn't be made separately; they should be reflected automatically. Rather than creating reporting documents separately, the approach is to have the activities themselves reflected in the system, transmitted outward, and made discoverable.
Six people doing what 60 people used to do
This was not just talk.
UniqueGood Company developed its own agent organization solution, AXIT, and changed the way it works. As a result, work that used to take 60 people is now done by 6, and productivity has actually become far more powerful.
Recently, this case has drawn a lot of attention, and requests for lectures and consulting are coming in from across the country.
The core of CEO Song's message was "AO."
If you remember only one thing, it's not AX but "AO."
The faster execution gets, the more expensive judgment and responsibility become
Once AI raises execution speed, where does the next bottleneck appear? Right here: judgment.
Meeting customers, deciding quickly, executing, and taking responsibility for the results. CEO Song stressed that this is the area AI cannot replace. The faster the work inside the wall becomes, the greater the weight of the decisions people make outside the wall.
Newcomers should act like the CEO of a Nano Venture
At this point the message was directed not only at management but at each individual member.
Are you thinking, "As a newcomer, I'll just do what I'm told and do it well"?
CEO Song said that even new employees should learn and take on challenges with the mindset of need-to-close. It's the attitude of taking responsibility for a task from start to finish. The message that everyone, regardless of rank, should become an executor connects directly to the book title "Nano Venture."
The idea is for each person to be like the CEO of a small venture who meets customers, makes decisions, and takes responsibility all the way through.
Time to leave the safe zone
Think back to the shift from analog to digital. Business ecosystems that seemed like they would never change completely transformed. Now that the era of AI has opened beyond digital, the same thing is happening again. Because business beyond the wall of refusal, the part that can't be replaced, has become more important, CEO Song strongly urged us to step out of the safe zone we had been staying in.
The response on site was also enthusiastic.
After the lecture, questions about how to apply this in the organization came in one after another.
It was a moment that reconfirmed that every organization shares the desire to move from personal AI to organizational AI, and to find a breakthrough through a new way of working. That's likely why UniqueGood's challenges and results are drawing attention these days!
If your organization needs an AO too
If you've given everyone AI accounts but performance hasn't changed, it's time to look at the work structure rather than the tools.
If you're considering introducing an agent organization (AO) or a "Nano Venture" lecture for your members, please contact UniqueGood Company.
We'll share the experience we built through hands-on work, getting 6 people to accomplish what 60 people did.
Learn more
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