[Employee Interview] What is the core of their work? We ask three people in management positions
Hello. This is Miyoshi from the recruitment team.
This time, I interviewed three people who work in different positions and departments: section chief, department manager, and division manager.
What people value in their work varies from person to person.
We asked three individuals to share what they value in their daily work, the events that led to their way of thinking, and their expectations of the team members they work with.
[Click here for past interviews]
[Employee Interview] How my perspective has changed a little since starting my second year
[Employee Interview] How my role has changed and what I've learned about my work
Shinta (System Development Department, Section Chief)
The Systems Development Department, where Shinta works, undertakes contract development to create systems tailored to customer needs . Focusing primarily on backend development that supports customers' business operations, this department requires careful understanding of challenges and needs, and the ability to translate those into tangible solutions through technical expertise. All development is done in-house, so there is no on-site work at client locations. Teams collaborate and consult with each other to address and develop each project.
Name: Shinta
Occupation: Development Engineer
Department: Systems Development Department
Hobbies: Fighting games
What do you value most when making decisions at work?
Above all, we prioritize speed.Of course, careful consideration is necessary.
However, delays in decision-making will halt the project and also halt the time of all the team members involved.
Therefore, Imove forward by making quick decisions. I don't think my judgments always need to be 100% correct.
If I realize I'm wrong, I can correct it each time. In fact, the faster I act, the sooner I can notice my mistakes.
I believe that wasting time is the biggest waste, so I try to make decisions on the spot to move forward
Please tell me about any experiences in your previous work that led to your current way of thinking
Having worked on various projects, I've repeatedly seen two diametrically opposed patterns.
In projects where management is slow to make decisions, progress stalls. Or, the team on the ground tries to push things forward by making their own interpretations, which ultimately leads to major rework and a crisis. The very
act of withholding a decision ended up being the biggest risk.
Conversely, in projects where decisions were made quickly, even if problems arose along the way, the speed of course correction was also quick, and in the end, we were able to do a good job. I keenly felt how much of a difference the speed of decision-making could make , even for projects of the same scale . That experience is the root of my current way of thinking.
What do you expect from the team members you work with?
I hope that our employees will become people who can make their own decisions . AI agents are constantly evolving, and we're entering an era where a significant portion of the work itself can be delegated to them. In that context, I believe the most important job that humans can do is still decision-making. Instead of waiting for instructions, they should be able to visualize what needs to be done. They should be able to act while constantly thinking about what is necessary to achieve that goal. I would be happy to work with people like that.
Of course, you don't need to be able to make perfect judgments from the start.Just make a decision, take action, and correct it if it's wrong.If you can repeat this process of your own volition, you'll surely be able to thrive in any environment.
Kida-san (Section Chief, Innovation Strategy Department)
The Innovation Strategy Department, where Ms. Kida works,responsible for the company's own service business and company-wide marketing.
It consists of two sections, the "Web Services Section" and the "Marketing Section," and as section manager, Ms. Kida oversees a wide range of activities, from sales to planning and developing service directions.
In order to deliver the company's services to more people, she works on new initiatives and service planning and improvement while understanding user needs.
Name: Kida
Occupation: Director/Sales
Department: Innovation Strategy Department
Hobbies: Manga
What do you value most when making decisions at work?
The first thing I consider is, "Is this something only I can do, or is it something the team can do?"
If it's something only I can do, I think about whether I can create a system so that others can do it, rather than continuing to do it myself.
Conversely, I also consider whether it's even necessary to do it now, and whether not to do it at all is an option. Doing anything requires time and people, so I think carefully about whether it's something that should be done now.
Another aspect that can't be fully explained by logic iswhether or not I can sense their passion.
It's difficult to take responsibility for something you're not passionate about. When I do something, I consider not only my own enthusiasm but also whether I can raise the energy level of the entire team.
That's why, even when I'm assigned a task by someone else, I make it a point to first ensure that I'm in a position to work on it with conviction. Especially when working in a new field or on a project without precedent, if I proceed with the mindset of "I did it because I was asked to," I might end up blaming others if I fail, saying "I was told to." I need to reach a point where I'm convinced and can work on it with genuine enthusiasm. Perhaps the first hurdle is convincing myself.
don't want to be a worker who doesn't care about their work.
Please tell me about any experiences in your previous work that led to your current way of thinking
This happened quite a while ago, but there was a project I did that I wasn't entirely satisfied with. Because I was a newcomer, I held back and proceeded without incorporating my own opinions or preferences
The job wasn't exactly a failure, nor was it a success. But there was no particular response from the client, and users couldn't find it. In the end,nothing happened.
If you fail, you can think about what you'll do differently next time. Even if you stick to your own methods and it doesn't work out, there's something left that will help you next time.
That's whyfailure is the greatest success.
Conversely, the thing I wanted to avoid most was simply letting time pass without gaining anything. From that experience, I realized that "I don't want to do tasks; I want to do work."
Around that time, I came across something that Teraoka from HR had written on X titled "The Difference Between People Who Do Work and Workers," and it clicked perfectly for me. I thought, "That's it!" (laughs). I
feel like the feelings I had inside me finally came to life in words.
That's why I don't want the other team members to go through the same experience. I believe it'swhere even newcomers feel comfortable expressing their opinions, even if they don't fully understand everythingjust because they're new.
What do you expect from the team members you work with?
To those of you who will be working with me in the future, since you'll be spending more than half of your life at work, I hope you'll make the most of it and have a fulfilling experience 
It's not something someone else will provide for you. That's why I want you to try it at least once. Express your own thoughts and values. Of course, it won't always go well the first time.
But as you accumulate experience, including failures, I think you'll find your own way of doing things.
I remember a friend's parent telling me a long time ago, " The one who notices things first wins, " and that has always stuck with me. If you don't take action yourself, you won't notice many things. It's only by actively engaging with your work that you can notice things you hadn't seen before.
not to avoid failure too much, butto be close to failure. I hope you'll challenge yourselves without hesitation and find your own way of working.
Mr. O (Sales Department and Head of Human Resources Department)
As a manager who oversees both the sales and human resources departments , Mr. O is involved in a wide range of activities, from sales operations to recruitment and organizational development. He plays a key role in driving Beyond forward by working across both departments, creating points of contact with customers and focusing on the people and organization that support the company.
Name: Daisuke Sato
Occupation: Sales and Human Resources
Department: Sales and Human Resources
Hobbies: Watching baseball, reading, playing games, exploring ramen restaurants with his wife
What do you value most when making decisions at work?
whether it's interesting or not.
Whether it's internal or external matters, I believe that things you're doing while feeling unwilling to do them rarely lead to good results. Of course,
results like sales and the number of hires are important, but it's more interesting to think about how to achieve results while leveraging the strengths and interests of your team members, rather than making those the only goals.
Even in sales situations, I find it more interesting to work together to figure out how to proceed, rather than having a clear division between us as the "receiving party" and the customer as the "requesting party." It's not just about the payer-payer relationship; it's about creating a mutually beneficial relationship. That's the kind of work I want to do.
Of course, things don't always go smoothly from the start. The key is how much you can adjust and how you can compromise when difficulties arise along the way. I believe being able to have an open and honest conversation at that point is also crucial. I think times when things don't go well are precisely the times when you build trust
I also try to remember the things I disliked when I was younger. I think about "what I was like when I was young" and I don't want to become the kind of adult I disliked
As I get older, I realize that there are more and more situations where my own intuition alone is no longer sufficient.
That's whyI think that younger members should just go ahead and try whatever they want to do.
Please tell me about any experiences in your previous work that led to your current way of thinking
There isn't one specific event that stands out, but I think the starting point for me is that my father was a negative example. He
was the quintessential "stubborn old man of the Showa era," and I absolutely hated being told things like, "Do this," or "Do it this way."
So, I wanted to get results before he could even tell me what to do, and from a young age, I had this feeling of, "So, just leave me alone" (laughs).
Because of that influence,I don't feel a sense of fulfillment in my work unless I incorporate my own arrangements and ideas.
However, I believe that thinking and acting on your own is one thing, and leading others is another.
When I took on a leadership role in a team, I think my experience as the student council president for the school festival in high school was a big help. I
was surrounded by many talented members, and I realized that it was more effective when everyone worked together willingly rather than me trying to forcefully lead them as president.
So even now,instead of making all the decisions just because I'm the department head, I try to create an environment where everyone can leverage their strengths and pursue what they want to do, and then I only bring things together where necessary. I think that kind of approach is best.
What do you expect from the team members you work with?
I believe that the goal of working and being employed isn't simply getting a job offer and joining the company. It
about having your achievements recognized and continuously expanding your capabilities. Myyou'll become someone who can succeed not only at Beyond, but anywhere you go.
I want our employees to acquire skills and knowledge that are applicable anywhere, rather than staying confined to a small, inconspicuous place. I hope that Beyond will become a company that people who have gained such strength will still want to work for
Job seekers sometimes ask me, "Can I grow here?" or "Will I find it fulfilling?" But as long as you're at Beyond, I want to make it a company where you can feel growth and a sense of fulfillment. I
don't want you to limit your own potential, even though you have the ability to become anything. Iwant you to keep doing interesting things, find fulfillment, and grow.
I want to create that kind of environment for the current members and for those who will work with us in the future, and I want to work with people who appreciate that kind of thinking
After the interview
The three people we interviewed this time all hold different positions and work in different departments
What struck me most while listening to them was how passionate the words of someone who had truly reflected on their experiences came through
I think all sorts of things happen when you're working. You can just process them as facts, but you also have to think about them in your own way and make them a part of yourself.
I feel that the things you accumulate in this way become your approach to work and the words you use.
During this interview, I was reminded of how interesting it is to hear other people's thoughts. I feel like you can see their true character behind their words
These are the kinds of people who, in their respective roles, work with their members and teams to create the work that Beyond does.
I hope that through this article, you'll feel a little closer to the people who work at Beyond.
Beyond is currently recruiting for online company information sessions for our 2028 graduating class! Please take this opportunity to apply
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Well then
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