In the previous meeting, the team created a \u201cDaily Work Inventory\u201d and filled the whiteboard with every task they could think of.
Email handling, meetings, document preparation, customer support\u2026 It was a great start, but the categories were still rough and not yet systematic.<\/p>\n\n\n\n
On the day of the next meeting, morning light streamed into the conference room. Laptops and notebooks reflected the glow on the large table. Kamiya stood at the whiteboard, ready to refine what they had begun.<\/p>\n\n\n\n
Kamiya:<\/strong> \u201cLast time, we listed our daily work. Today, I\u2019ve reorganized it a bit. I adjusted the wording and structure to make the categories easier to use for our DX discussions.\u201d<\/p>\n\n\n\n She wrote down the revised top-level categories on the board:<\/p>\n\n\n\n Kamiya:<\/strong> \u201cPreviously, we just wrote down things like \u2018email\u2019 or \u2018meetings.\u2019 Now I\u2019ve separated customer support into communication or sales, and added information security as its own category. Do we all agree on this structure?\u201d<\/p>\n\n\n\n Everyone nodded. \u201cThis is clearer,\u201d someone said. The framework was set, and the team was ready for the next step.<\/p>\n\n\n\n Kamiya:<\/strong> \u201cNow, let\u2019s assign responsibility for each area so we can build a two-layer structure.\u201d<\/p>\n\n\n\n She pointed to each category in turn:<\/p>\n\n\n\n Assignments were set. Each member would take their category home as \u201chomework,\u201d refine it into detailed tasks, and bring it back for the next session.<\/p>\n\n\n\n A few days later, the group reconvened in the conference room. Papers, sticky notes, and laptops were spread across the table as each member presented their findings. Kamiya wrote on the whiteboard as the categories expanded into two layers of detail.<\/p>\n\n\n\n Moriyama:<\/strong> \u201cMeetings take up more than we thought\u2014regulars, project updates, client sessions\u2026 sometimes the same topic repeats.\u201d The squeak of the marker echoed in the room as tasks filled the board, transforming into a map of the team\u2019s work.<\/p>\n\n\n\n Shiraishi:<\/strong> \u201cNow it\u2019s obvious where DX can make a difference. We can see overlaps and inefficiencies right here.\u201d Confidence began to replace uncertainty as the team looked at the completed board.<\/p>\n\n\n\n <\/p>\n","protected":false},"excerpt":{"rendered":" In the previous meeting, the team created a \u201cDaily Work Inventory\u201d and filled the whiteboard with every task they could think of.Email handling, meetings, document preparation, customer support\u2026 It was a great start, but the categories were still rough and … Continue reading \n
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Mizuno:<\/strong> \u201cSales looks very different when split into in-person visits and online outreach.\u201d
Sakakibara:<\/strong> \u201cPlanning and research are investments in the future. Making them explicit is important in itself.\u201d
Ayase:<\/strong> \u201cHonda, the notes we organized together are looking good.\u201d
Honda:<\/strong> \u201cThanks! Breaking them down like this makes it clearer where the problems are.\u201d<\/p>\n\n\n\n
Kamiya:<\/strong> \u201cExactly. This map shows our whole landscape. The next step is deciding what to improve first.\u201d<\/p>\n\n\n\n
\n\n\n\nReference: Two-Layer Work Inventory (with Assignments)<\/h3>\n\n\n\n
Category<\/th> Subtasks<\/th> Assigned<\/th><\/tr><\/thead> Communication<\/td> Checking and replying to emails
Phone calls (clients, partners, internal)
Chat (Slack, Teams, etc.)
Internal updates and reports
Customer support (Q&A, tech support)<\/td>Shiraishi<\/td><\/tr> Meetings<\/td> Regular meetings (weekly, monthly)
Project progress updates
Planning and strategy meetings
Technical reviews
Client discussions (requirements, etc.)<\/td>Moriyama<\/td><\/tr> Document Creation<\/td> Proposals, estimates, reports
Meeting materials
Specifications and design docs
Manuals and procedures
Meeting minutes<\/td>Ayase<\/td><\/tr> Planning & Research<\/td> New service planning
Market and competitor research
Technical research and selection
User research and feedback analysis<\/td>Sakakibara, Mizuno<\/td><\/tr> Development & Technical Work<\/td> System and service design & development
Coding and unit tests
Code reviews
Bug fixes and incident response
CI\/CD operations and improvements<\/td>Honda (with Ayase\u2019s support)<\/td><\/tr> Operations & Maintenance<\/td> System monitoring and log checks
Incident response and recovery
Account management and configuration
Regular maintenance
Document updates<\/td>Sakakibara<\/td><\/tr> Sales & Marketing<\/td> Client engagement (hearings, proposals)
Estimates and contracts
Sales activity (emails, visits)
PR and promotions
Content marketing<\/td>Mizuno<\/td><\/tr> HR, General Affairs & Administration<\/td> Attendance and requests
Expense and budget management
Recruitment and interviews
Internal systems and improvements
Events and training<\/td>Hayakawa<\/td><\/tr> Education & Training<\/td> Internal study sessions
Technical training and OJT
Knowledge sharing (Wiki, Notion)
Mentoring and onboarding<\/td>Ayase, Honda<\/td><\/tr> Information Security<\/td> Reviewing access rights
Incident drills
Policy updates
Monitoring for data leaks<\/td>Shiraishi<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n