A relationship where you can say "I don't know" has changed infrastructure operations - What is important even before technology, as seen from implementation cases

Technical ability is obviously important in infrastructure operations. However, what we have realized through our relationships with many of our clients is that the key to stable infrastructure operations is just as important—perhaps even more so—a relationship where you can honestly say you don't understand something

Why can't I say "I don't know"?

A common complaint we heard from multiple companies was that it was difficult to ask questions of their previous vendor

• "Whenever I asked a question, they would preface it with, 'That's basic information, but...'"
• "I thought it would be embarrassing to hear something like this, so I kept it to myself."
• "They give technically correct answers, but it's hard to listen to."

Even if the response is technically accurate, if the communication style becomes hierarchical, it becomes difficult to ask what you really want to know. And small questions that are left unanswered can pile up, delaying decision-making and creating a breeding ground for problems

This is by no means an uncommon case

Changes that occur when you say "I don't know"

Dramatically increase decision-making speed

We received the following feedback from one company:

"Before, I would research it for a week before asking a question. Now, I can ask in 10 minutes."

By changing from a style of "researching first and then asking" to a style of "thinking together assuming there are things we don't know," the speed at which decisions can be made has increased dramatically

At another company, it was common for it to take one to two months from consultation to actually taking action, including research, cost calculations, and schedule proposals, but the environment has changed to one where they receive a report saying ``The matter has been handled'' within a few hours

You'll be able to hear what you really want to hear

Some companies say, "We no longer have strange filters like, 'Will people think I'm ignorant if I ask this?'"

When we are able to ask fundamental questions, such as "Why this configuration?" or "What are other companies doing?" rather than just superficial technical questions, it becomes easier to elicit suggestions from us engineers, such as "Actually, there's a better way to do this."

As a result, this leads to more optimal designs and operational systems

A "culture of not understanding" is spreading within the company

One person said, "Once I learned to say 'I don't know,' my team members were able to do the same."

In an organization where superiors can honestly say "I don't understand," subordinates can also feel comfortable asking questions, which also leads to improved technical capabilities throughout the organization

Technical ability and "easy listening" can coexist

Please don't misunderstand me; this doesn't mean that "if you're Frank, that's fine."

What has been praised by multiple companies the balance between technical accuracy and casual conversation .

• "He has solid knowledge as an engineer and responded quickly. His geeky nature gave me a sense of security."
• "Technical skills are important, but even more important is the comfort of communication."
• "They clearly communicate what they know and what they don't know. There's no ambiguity."

Maintaining expertise while building an equal relationship is the foundation of a long-term partnership

The side effect of verbalizing "I don't understand"

What's interesting is that being able to say "I don't know" can lead to unexpected growth .

One company representative said that as a result of putting his "I don't understand" into words and unraveling and resolving each unclear point one by one, he had become someone people would say, "If it's about infrastructure, you can't go wrong asking that person!"

"By learning to say 'I don't understand,' I was able to become someone who 'does understand.' This may be the biggest benefit."

"I don't understand" is not a weakness, but the starting point for learning and growth

The attitude we value

We believe that vendors and customers are not in a hierarchical relationship, but rather teammates working towards the same goal

• Creating an atmosphere where people can feel free to consult about even trivial matters
• Responding without making people hesitate to ask questions like, "Is it okay to ask this?"
• A willingness to think together and work hard together before problems arise

Technology is evolving every day, and not everyone knows everything. That's why it's important to have relationships where we can share our "not understanding" and solve problems together

Testimonials from multiple companies

In fact, we have received the following evaluations:

• "It doesn't feel like an external company. It feels like they're part of our team."
• "No matter who I ask, I get the exact same answer. Information is shared thoroughly."
• "Even when interacting with multiple people, it feels like you're talking to just one person."
• "They take things seriously and report problems that go unnoticed."
• "They are flexible in their approach. They say, 'Let's think about it.'"

What these voices have in common "trust" and "equal partnership .

[Summary] Combining technical and human capabilities to create the best infrastructure operations

Infrastructure operations cannot be achieved with technology alone

• A relationship where you can say "I don't know"
• A casual atmosphere where you can talk to us
• Equal Partnership

Only when all of these are in place can we achieve rapid decision-making, stable operations, and overall organizational growth

If you feel embarrassed to ask such questions or find it difficult to discuss them, it may be a serious risk in your infrastructure operations. Choose a partner who is willing to honestly say, "I don't know." That is the first step to the best infrastructure operations.

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