실리콘밸리가 사용하는 일하는 프로세스

0:00 I've experienced both Korean companies and Silicon Valley companies. The biggest difference I've experienced is the way work is distributed. Silicon Valley companies use this template, a work process template, so the owner is managed very clearly. And the possibility of my responsibility is also very clear. And since it's an organization, it's the most transparent and shared every week, so I can't buy the money and not clean it up. But in Korea, the distribution system itself is like a doll with eyes and a part-timer. I 've been introducing various forms of career-related things, work methods, and leadership to my subscribers. Today, I'm going to talk

0:45 in depth about how Silicon Valley works and how it's different from Korea with our CEO, Jae-eun Shin, who wrote a book called The Power of Silicon Valley Process. Thank you for coming, CEO. Hello. Since there might be some subscribers who are seeing you for the first time, could you introduce yourself briefly? I'm Jae-hyeon Shin, the CEO of The Barun Company, the author of The Power of Silicon Valley Process and a company that designs Silicon Valley-style work systems for domestic companies. Nice to meet you. When I briefly looked at your resume, I saw that you changed jobs a lot. Is there a reason why you did that? When I look back on my career, I think the reason I changed jobs was because I always asked myself what I needed to learn now in order to keep up with the trend. I graduated from college in the UK, and in 2003, the UK was now the center of financial centers, and finance was very trendy, so I thought that I should learn about that too,

1:41 and so I joined Morgan Stanley. As I worked, I had no experience in the buy side, where I was a client and consumed finance. So I went to a 3-tier fund and learned about that on the buy side. Then, when I was a young adult, the fintech boom was in full swing all over the world. I thought, “Oh, then I should learn about fintech,” and I quit my stable job and ran away without any knowledge to start a business. I started a fintech business. As I was doing that, the digital transformation boom was happening all over the world. So I thought that I needed to learn about it, but where should I go? At that moment, I got an offer from Hyundai Card, and they were actively pursuing digital transformation. I went there and learned about digital transformation. After that, Silicon Valley check companies were suddenly rising. So I thought, “Oh, I should learn that too.” I went to Amazon and worked there. Did you have

2:30 any criteria for learning this next time? I think I should acquire information and experience that fit the times. I think I followed the changes of the times. But I think many of our subscribers want to do this career track, but it’s not something you can do just because you want to. There has to be a reason for the company to hire you. But the field is different for me. The fact that you went to Fintest DX and the field is so different. Am I the only one who’s old? First, I think about why I’m attractive from the perspective of the company that hires me. When I write about it in the register, I try to tell a story about my experience that matches the type of talent people want. When I’m interviewing, I don’t get this job just because I want to do it. But I appeal to them that I’m the talent they need.

3:15 So for example, I Actually, the reason I joined Amazon is because I had never worked as a project manager before. So from Amazon's perspective, there was no reason to hire a foreigner or PM Pro. However, when I looked at the job description from Amazon, the type of person they wanted was very clear. Someone who is enterprising, has excellent problem-solving skills, and takes the initiative. So, if I recall correctly, when I started a business, I recruited all the team members, created a business model, and received investment. So I appealed to them a lot and they told me a lot about it. So I think I was able to get there because they said that I showed behavioral patterns that fit the type of person they were looking for.

4:01 Anyway, as a freshman in society, I worked at Morgan Stanley, a global conglomerate. It must not have been easy to move to another place or start a business. What made you do that? To be honest, going from a parent company to a buy-side fund is actually a level-up. In finance, it was easy. But in fact, it was a good deal. The decision to start a business with a private fund that is a little better than the fund mother style. In some ways, it was a huge risk-taking and a reckless decision, but the reason I thought about it was because, first, I thought, let me do this before I get older. I always wanted to start a business, and there was a time when I had this ambition to find a business item, introduce it to customers, and change the world. Even if I failed, I wanted to fail quickly and gain experience.

4:48 Another reason was that it was n't such a reckless decision. Because I'm a financial analyst, I thought that if I worked hard and ran the model and started this business financially and made it in a few years, I would receive much more than the salary I saw later. I reviewed the feasibility of this in my own way. The reality is very harsh, so I failed, but the results weren't good. But if you look back now, what was the meaning? In English, it's called Blessing in disguise, and I think it's a hidden blessing. People in finance gather around similar people, but when you go out into the world, there are all kinds of people. But this person is one in mind. I thought a lot that it was really hard to push something forward with a purpose, and that I had to learn this.

5:33 Through my failure in starting a business, it was really an opportunity for me to change my perspective a little bit in my life. Yes, there was a Korean company called Hyundai Card in the middle. If you were working at a foreign company and came to a Korean company, there must have been some differences. What was it like culturally and in terms of the way you worked? To be honest, I was treated as a foreigner at Hyundai Card, and they were very lenient towards me. I actually enjoyed working at Hyundai Card. At that time, the work I was promoting was the first overseas remittance business among domestic card companies. I was in charge of all the business development. So when we did that, we should have had a partner. So I brought Shinhan Bank and also a British fintech company

6:19 called Currency Cloud. We should have supported the fintech company and done that. I mobilized my network in the UK and established an exclusive partnership with them in Korea. Then, when we tried to do this, the Ministry of Strategy and Finance did not give approval easily. When the card company first did this, overseas companies As we came in and did this, our people didn't know about this, so we said, "Oh, we need to talk about this with the Ministry of Strategy and Finance," and so we called all the British people to come here through Currency Cloud. We went to Sejong City that day and talked to the Ministry of Strategy and Finance staff for two hours, explaining that this was a huge benefit to customers, that we would lower the remittance fee, that overseas companies were already doing this, and so on. Then, the system was going to do it, but later I saw that the finance industry didn't know how to approve it, so when I read the article, it said that the

7:05 Financial Services Commission Chairman Lim Jong-yong was going to the UK to promote fintech between Korean and UK companies. So I told the managing director that I needed to get approval for this, so please send me to the research center and appeal that we were going to do this with a UK company. The managing director told me to go there, so I went to the Financial Services Commission Chairman and appealed that we were forming this kind of partnership with the UK. Maybe it was because of that, but after coming back to Korea and waiting for a few weeks, I got approval and was able to launch it. The conditions were all set up. It was very vertical, and I never experienced any of the old-fashioned culture in Korea. I thought that if I really wanted to push forward, they would support me with an open mind. Amazon's way of working is famously unique, but what do you

7:52 think is really special about it? Organizational culture Organizational culture When I first joined Amazon, the most surprising thing was the organizational culture. A colleague from another department came to me and said, " This plan you recommended is the best for our customers. And, since our customers are currently inconvenienced, I would like you to handle this as quickly as possible." Every time a business request is made, this is always based on the premise that it is for the customer. Oh, yes, the customer is the subject. They have a program called the Voice of the Customer periodically, where they listen to all the inconveniences and complaints received, discuss resolving them, and then expose action items. In the case of Amazon, it is widely known that they give 100 points and evaluate based on leadership principles. Since the first principle is customer-centered, they always check whether the person acts customer-centered or not. So, since the

8:39 entire work system is infused with this customer-centered ideology, I unknowingly became like that. They were talking about customer-centricity. What are the characteristics of customer-centric people? Among them, there must be those who lead the most according to Part's law. What are the specific methods or aging methods of those people who practice customer-centricity? They have excellent problem-solving skills, so when a problem arises, I go all the way to solve it. There are also solutions that simply reduce inconvenience to the customer. It's a quick solution. But instead of that method, they want to destroy the problem and eliminate the root cause of the problem. So, I think their mindset of wanting to solve the problem cleanly is unique. There are also many customer stories, and among the ones I've heard, I've

9:25 heard a lot about holding meetings based on 6 pages. Do you actually do that? How is it? Yes, that's right. Then, can you explain the process of how the meeting is conducted? After writing the 6-pager, all members of the organization read it, including the meeting decision cookies. We all read it together at the same time. That 's because some people read it for a whole month, and some people read it for 10 minutes before the meeting, so the quality of the discussion is bound to change. That's why everyone spends the same amount of time. Reading the document and giving feedback on it is a non-trivial task, but from my experience as a practitioner who has done this in the field, it is a very valuable business tool that can foster the power of critical and objective thinking in practitioners. Rather than speaking,

10:13 organizing your thoughts through writing allows you to think much more objectively, critically, and logically, and the work process of incorporating feedback from others into the document and improving it through the written document is really important. So, does the presenter read it all and make an additional presentation? Do they go straight into the questions? If there are any high-level comments, they talk and ask questions, and if there is a part that they don't understand well or a part that is contradictory, and if there is a part that they want more explanation, they just completely dig into the document. Then, it seems inevitable that they will have to become a critical and discussion-oriented culture, but it should be seen as an atmosphere that accepts all of that. What I feel from interacting with many Korean office workers now is that it is difficult without a considerable amount of maturity and

10:59 self-esteem. It is not easy to document your own thoughts, and if you work hard and stay up all night for several days, If someone starts criticizing the content you've created, you get hurt, cry, and just leave. Are there any cases like that? I haven't seen it. Amazon strongly emphasizes adult culture. Adults should be able to criticize themselves and accept feedback. This culture is very active, but when I teach PRQ to domestic companies, I always tell them that this is not criticizing me or my ego, but that we are leaving comments, asking questions, and making inquiries through this article to make much better decisions, so there's no need to take it personally. I introduced this writing- based work method to domestic companies, and the

11:46 members of the organization really liked it. One of the team members gave me feedback, and it was great because it allowed me to organize my thoughts very transparently. And I also teach them how to give feedback. For example, when submitting a report to a boss, they give feedback like, "I wrote the report like this." Even if it's just a rough outline, it's not like that. That's why when I write a document comment in writing, this sentence is very difficult to understand. I ask them to write it specifically. I think the way to give feedback is very important. Also, Amazon is a little Is there a process that can be said to be a bit unique in this way of working? For example, the Agile business meeting method that I will introduce in my book. The purpose of this is to set a clear business objective when I do a task and to set an action plan to achieve that objective. And then we

12:33 manage this execution periodically. We manage the progress of the execution and prevent problems that interfere with achieving my objective before they arise. In a typical company, the executives and the organization leaders are busy dealing with problems after they arise. However, if you run the organization like that, all problems are always delayed and the organization leaders just deal with the problems and that's the end of it. So, to prevent this, in the weekly meeting, instead of just reporting the results of what I did, we say, "I think this problem will occur, so my work will be delayed like this." But to prevent this, we need to take this action. When will someone make this clear? A clear solution will be found on the spot, and this problem will not occur at all. This Agile business management process is used by all the Silicon Valley companies and tech companies that we know. It is

13:21 not well known in Korea yet, but if all companies run their organizations using this template, in fact, we There is a need to pay attention to this. Suddenly, I thought about eliminating problems in advance. It seems like a process to ensure that planned executions go well, but in some cases, they just pass on work that they should do to others, or to reduce the impact of problems that will not occur on their work. In a way, it is a selfish motive. Have you never had that kind of experience while working? First of all, the part about passing it on to someone else. This cannot happen if you use this work management template. That is because one of the most important sections of this work management template is the owner.

14:18 I think about the task mask that I need to achieve my goal, and I say that if I solve it like this, this will not happen. So, I think it is better to not think about this at all and not do the 5 primes that occur because I think about this once. When I hear that, I think the owner is very important. It is a role and responsibility. However, many Korean companies do not have this concept. There is no owner, no one in charge, and they are just in charge of some part of the process. So this becomes passing it on. The less I have to do it, the better. If a problem affects me, someone has already done it before. In Korean, it is said that a mistake was made by someone who has taken a dump. Now, the technical term for taking a dump is that the person has to clean it up. So, in order for this to work, the company itself has to have a culture or way of working that clearly defines the arena.

15:03 But I think this is possible. I have experienced both Korean companies and Silicon Valley companies. The biggest difference I have experienced is the way work is distributed. Silicon Valley companies use templates and work process templates, so the owner is managed very clearly. And the possibility of me taking responsibility is also very clear. And since it is an organization that shares it most transparently every week, I cannot buy it and not clean it up. But in Korea, if I were to put it in another way, the distribution system itself is like a part-timer who puts eyes on a doll. This one lump of work is divided into very small pieces, and the work is distributed like this: you do this, you do this. So, I am just putting eyes on a doll at home every day, so how can I take ownership of the entire work

15:49 and take responsibility for it? I only have to do this, but the distribution system itself is designed that way. Problems arise, but how to solve this? This process. Now, how much do you think you thought about the main readers of the book? When I first wrote this, I wrote it for corporate executives. I wrote it with the hope that they would refer to this process used by Silicon Valley companies and run their organizations more efficiently. But after the book was published, I see feedback from people in the field who read it and are inspired. And while I do corporate consulting, there are many cases where people who are in charge of the product room, such as development team leaders, want to do this. In fact, my small wish is that if there are any prospective entrepreneurs, they should read this book once.

16:36 The vision of the company is important, but the impact of operations is also very important. I think it would be good if you knew this before starting a business. Is there anything you would like to recommend to office workers, such as the book and how to work this way? I have been working for over 20 years, so I would like to share some of my thoughts. I know that people who work at work have a very hard time. I have been doing it for a long time, but when I work at work, the time I spend earning money is the time I spend going to work. I want you to think about what time means to you. So, for example, whether you use the time you have at work for learning or personal growth, or if you say you're really tired and need a break, I think it's meaningful to have a more relaxed workplace and take a break. If you

17:24 think about it from the perspective of what it means to you, I think you'll be able to work hard at your job. Thank you so much for your time today. I hope to see you again on the GDR network in the future with more comments. Thank you. You're not going to be interviewed. So, when you're interviewed, I think you should take a look at whether or not a lot of interviewers say that they're our customers. That's right. It 's about whether or not you have an awareness of your customers. [Music]