The most crucial element when creating a service is to identify user needs accurately. If you misidentify what our users need then your very starting point is going to be wrong. You must analyze the data in depth, not just going on a hunch, and use that as the basis for your decisions. Only then will you be able to uncover our users’ hidden needs.
Furthermore, user needs are always changing, so you must be attentive to their changes and keep your data up-to-date.

Once you have pinpointed the users' needs, you must create services with the details totally perfected, like only we can offer. We can only survive the fierce competition of the marketplace when we offer unique and distinctive user experiences that stand out from the multitude of alternatives.
What makes experiences distinctive lies in the specifics, not the grand idea, so you must pay particular attention to the finest details.
Furthermore, the work doesn’t end with the release of a service. There is no guarantee that the users who were initially satisfied with a service will still use it a year later. You must aim for a standard that exceeds their ever-changing expectations, observe their reactions, make the necessary modifications, and do what it takes so our users continue to choose us.

Until now, we have grown through earning the support and dedication of our users.
But as our business has grown, so too has the scope of what we consider “users”, beyond just the people who use our services to now include shareholders, governments, local communities, partners, and employees. And these users demand a higher level of trust.
Accordingly, in order to maintain their trust and further strengthen that bond, you should always be thinking in terms of “how” you are achieving your goals, not just “what” you’re achieving.
The level of trust that users demand is always changing and may be higher in the future. You must always be attentive to those changes and respond promptly.

You will face numerous problems to solve and, yes, each of them will be difficult.
Therefore, you must understand the nature of your work first—what you are doing, why you are doing it, and for whom. Then prioritize your tasks and focus on solving the problem at hand.
You can only solve problems when you properly allocate your time and effort according to the importance of each issue.
What’s more, you will find that you can come up with new, out-of-the-box solutions when you’re intensely immersed in the work, rather than simply “working hard”.

The more difficult a task is, the harder it is to find a solution when you are limiting yourself to just your own tasks. Take the initiative to look at the whole process and if you find a better method, talk to your peers first and work together, even if something is not on your task list.
Note that this is not about simply pinpointing problems or criticizing. It is important to dive into the process and collaborate. Only with such efforts will you be able to achieve your ultimate goal.

In order to “Get It Done”, meaning to accomplish the challenging tasks we have before us, each one of us must be professional. A “professional” is someone who regularly achieves outstanding results in their work, beyond what most people can do. And “outstanding results” means the kind of results that greatly exceed the expectations of everyone you work with. Understanding that rigorous standard, you should be striving to confidently call yourself a professional.
An organization made from such excellent professionals is an organization that can tackle any challenge that comes its way and ultimately succeed.

Most of the tasks you face will have more than one solution. To identify the best solution, open and honest communications based on a deep understanding of the task are essential, regardless of authority, position, age, or experience.
In an open environment, team members will suggest ideas to find solutions, and the team leader will listen to them and set a clear direction based on their input.
The leader will also take responsibility for those decisions. Team members must trust their leader's judgment and work together to achieve the team's goal.

We work in an ever-changing environment, so our teams need to be able to quickly exchange opinions, adjust the direction according to prevailing conditions, and synchronize their progress with all members in real time.
Only then can you promptly respond to any situation, survive and ultimately achieve your goals.

The more difficult the challenge is, the more important the support of your teammates is.
When teammates complement and encourage each other in difficult times, a bond is formed, creating a whole that is greater than the sum of the parts, and an energy that you cannot create alone.
There’s nothing like the feeling of accomplishment and pride you get after overcoming challenges together as a team, challenges you once thought were insurmountable when you were on your own.