LegalOn Technologies Developers Compass(English)

Transcript

1. Ver September 2025
2. 2 Prologue What is this? “LegalOn Technologies Developers Compass” (hereinafter, “our Compass”) is a set of shared values and action guidelines for our development team. This includes all people involved in development - engineers, product managers, designers, and others. We hope this document will serve as a source of encouragement for you when you are unsure how to move forward in your daily work. What can i use this? We hope you will turn to our Compass when facing these situations: • Consult this document when you are not sure about decisions in daily work • Reference the ideas presented here when talking with team members • Use this document to share our values with new members when they join us How can i help? Our Compass is not finished yet. It will continue to grow and change through discussions about your feedback. Please share your ideas. Let's work together to improve our Compass.
3. 3 Why do we need “LegalOn Technologies Developers Compass”? LegalOn Technologies started in 2017. Since then, we have grown very quickly. As of June 2025, our development team has almost 250 members. We are a diverse group. We come from many different countries. We have experience from different industries and company sizes. We work in different job roles, building multiple products with different goals and missions. In the AI era, we need to change our old ways. We must be open to new ideas and adapt to new situations. For the above reasons, we created our Compass. It will help our development team to share important values and to work in the same direction. We, the LegalOn Technologies development team, want to be strong as individuals and strong as a team at the same time. Together, we will challenge the world.
4. 4 Index Our Values Our Philosophy Our Manifest Our Valued Behaviors 6 7 8 9
5. 5 Index - Our Valued Behavior 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Outcome over Output Learn from the Users Learn, Unlearn, Relearn Enable Your GPS（Goal, Position, Strategy） Break out of the shell Shall we dance? An Implicit Decision Is No Decision Build Greatness Step by Step Don’t Ignore Your Gut Leverage our knowledge Do It to Know It Calibrate each other Clarity Is Kindness From “What do you think?” to “Let’s do this!” I Act, We Achieve!! The Original, Not the Echo Spot the Strengths Yes, And: Build beyond
6. 6 Our Values
7. 7 Our Philosophy
8. 8 Our Manifest We are “Product Centric”, and place importance on the following values to achieve dramatic growth not only in Japan but also on the global stage. That is, while there is value in the items on the right, we value the items on the left more. We value… Action and adaptation over thorough consideration, Creativity through diversity over unity through homogeneity, Decision-making based on logic and reason over decision-making based on experience and tradition, Challenge and evolution over stability and harmony.
9. 9 What are Valued Behaviors? Company culture is not created only by ideas and words, but also by daily actions. How we think and how we act - these make our culture a reality. Here we have recorded the specific behaviors we care about in our daily work and teamwork. We have tried to make these easy to remember and use in everyday conversation. We do not expect everyone to remember everything. The main purpose is to use these when talking with others. How should we think about our Valued Behaviors? Our Valued Behaviors are not perfect ideals that we must follow blindly. These are common standards that we strive toward every day. We do not expect perfection, but our value of these behaviors leads us to continue practicing them. Our Valued Behaviors
10. 10 Outcome over Output Meaning in our work does not come from building things. It comes only when what we build helps someone. What does “helpful” mean? How do we decide if something was helpful? We need to pay careful attention to how what we build helps people. When dealing with tasks, even those assigned by others, think carefully about how users will benefit. Consider the details that enhance user convenience and value. By doing so, we can discover more opportunities to surprise and delight users. Look beyond just the output to see the real outcome. Make sure we deliver value to users.
11. 11 Learn from the Users Users are our customers and also our teachers. We have different roles - product managers, engineers, designers - but everyone on the development team should deeply understand users. We need to understand their work, behavior, feelings, and situation. We should share what we learn about users with our team. We should ensure everyone understands user problems and what users want to achieve. We should learn from real users, not imaginary ones. The habit of continually learning from users helps us deliver value that truly brings them delight.
12. 12 Learning new knowledge and skills is essential for our growth in product development. But we also need courage to let go of past success and old ideas. We must accept new ways of thinking and new approaches. When our knowledge or methods become outdated, we should not hold onto them. We should let them go and learn again. This cycle of “learn, unlearn, and relearn” helps us always choose the best solution in the fast-changing world of product development. Yesterday's best practice might not work today. Because of this, everyone should keep flexibility and desire to learn, no matter their job role. This attitude creates innovative products that surprise and delight users. Learn, Unlearn, Relearn
13. 13 Enable Your GPS (Goal, Position, Strategy) GPS stands for “Goal”, “Position”, and “Strategy.” It is important to have challenging goals. But that is not enough to achieve success. First, you should set clear and specific goals. Next, understand exactly where you are now and what is happening around you. Finally, make a concrete strategy that connects your goal and current position. Draw a clear path to reach your goal. When you turn on your GPS, a weathered treasure map with vague details becomes a digital map with a clear route. A high goal that seemed impossible becomes a goal you can achieve. Once your GPS is enabled, the only thing you need to do is step forward.
14. 14 Break Out of the Shell When our goals seem impossible, our biggest barrier might be our own shell. The phrase “break out of the shell” encourages us to break through our mental limits and step toward a big future. When goals seem far out of reach, that is exactly the right time to break out of our old ways of thinking and doing. Try new ideas and technologies. This is how we grow dramatically. We need to boldly break out of our shells to achieve growth and success.
15. 15 Shall We Dance? “Shall we dance?” is an invitation to join someone who took the first step. When a second person joins the dance, that is the moment when movement spreads from one person to the whole team. We are teammates that share a mission. We praise those who push themselves to achieve challenging goals. We expand our circle with applause and action. Let's take hands without hesitation. Let's share the rhythm and multiply each other's energy. Small first steps compound into an energized movement capable of achieving big goals.å
16. 16 An Implicit Decision Is No Decision Hidden decisions are a disease that hurts organizations. When decisions happen behind closed doors, people develop different judgment standards. Information gaps create unfair authority. This also makes decision-making less accurate and slower, which slows down business. To fight this, we write down our decisions and assumptions in documents. We share them so others can see them. We keep high transparency and provide background and reasoning. This reduces information gaps, prevents misunderstandings, and enables us to work together more efficiently.
17. 17 Build Greatness Step by Step Wouldn’t it be great if there was some silver bullet that helped us reach our goals in a single step! Sadly, there is no such thing. Only steady daily progress can create a big future. Remember the excitement of reaching goals. Don’t be afraid of high walls. Overcome each challenge in front of you and move forward step by step with strength. In the end, it's all about execution.
18. 18 Don’t Ignore Your Gut “Why is this?” That feeling of discomfort you have is an important seed for improvement. Don't ignore healthy doubts. Have the courage to speak up. Share and explore these questions with your team. This not only prevents hidden risks but also brings different viewpoints and increases our collective wisdom. A culture that actively faces discomfort instead of ignoring it creates continuous evolution. This drives the creation of innovative services that surprise and delight users.
19. 19 Leverage Our Knowledge Each of us has different knowledge and experience. Often, this matches challenges that people on other teams are now facing. If we can share our knowledge with others outside our team and across the whole company, we can create tremendous power. Don't you think so? Your knowledge can be the fuel that speeds up product development. It prevents teammates from reinventing the wheel. It supports people who are struggling. Write it in documents, share it on Slack, and discuss it in study sessions. Let's use our knowledge as leverage and reach a higher future together.
20. 20 Do It to Know It We value taking small steps and learning, rather than hesitating or thinking too much. Action is the best feedback tool. Even failure is fuel for new ideas and growth. Hesitation is lost opportunity. We need to speed up the loop of hypothesis → action → verification. By doing so, we increase the frequency of new challenges and accelerate our results. Don't hesitate, just do it. You'll understand by doing. Ready? 3, 2, 1... Do!!
21. 21 Each person has slightly different values and background information. However, when we have different understanding of deadlines and priorities, this causes wasted action and delays that make us miss valuable chances. Make it clear what will be done, who will do it, and when it will be done. Confirm early and get feedback to reduce the cost of making changes. This creates an environment where everyone can act quickly and efficiently. By communicating our own understanding of the schedule and respecting each other's time, we will increase the speed of our whole team. Calibrate Each Other
22. 22 Clarity Is Kindness When you want to eat curry, you cannot just say “I'm hungry” to someone and expect curry to appear. This is impossible. In every situation, we take responsibility to clearly express the ”who”, “what”, and “how” of our ideas. We take ownership of every communication. We care about choosing the right words to prevent misunderstandings and accelerate action and results. Don't say “I'm hungry” or “please make food I want to eat.” Say “please make curry.” If you care about the ingredients, specify those too.
23. 23 From “What do you think?” to “Let’s do this!” Work proactively, like players on a sports team. Don't leave all decisions to the coach. Think of yourself as a professional in your domain and proactively make decisions. • Make suggestions: Don’t say “What should I do?” but instead “Let's do this!” • Don't ask for permission: Don’t say “What do you think about this?” but instead confidently say “Let's go with this plan!” When you take ownership and become the main character, work becomes more fun, and team results become much bigger.
24. 24 I Act, We Achieve!! The driving force behind big team results is each person's strong sense of ownership. When you notice dropped balls or problems, don’t leave them for someone else to fix. You should act. Small actions pull in others around you and create a chain reaction that produces big value. “When I act, it leads to our team's victory.” With this belief in your heart, aim for higher goals together.
25. 25 The Original, Not the Echo When discussing or making decisions, use the most reliable primary information. For example: • Check official documents, RFCs (Request for Comments), and reports from expert organizations. • Don't use secondary information like personal blogs or things you heard from others. Check the facts yourself. • Don't accept an idea just because the source is someone important. If the matter is important, go check the facts. Accurate information prevents misunderstandings and rework. It makes our actions quick and precise. The habit of using primary sources supports trust and results.
26. 26 Spot Strengths We are a group of professionals who each has his or her own strengths and expertise. It is natural for experts to know their own field better than others. It is also natural for experts to know less than others about matters outside their specialty. Everyone has areas where they know much and others where they know little. Instead of focusing on how others are weak or lacking, we should look for ways to use each other's strengths to augment the team. This creates a strong organization. When our mindset is grounded in humility, respect, and trust, we can stay focused on other people’s strengths.
27. 27 Yes, And: Build beyond Each of us has different opinions and backgrounds. Having different opinions and positions is normal in organizations. When opinions conflict or we meet different ways of thinking, use “Yes, and…” instead of “Yes, but…” “Yes, but…” seems like an agreement to the person giving feedback, but in reality, it negates the presenter’s idea. This blocks the free flow of ideas. On the other hand, "Yes, and…" builds and expands on each other's ideas. Sometimes this leads to radically innovative ideas. Instead of negating opposing opinions, let's combine ideas to find new solutions. This helps us develop into a stronger organization.
28. 株式会社LegalOn Technologies https://legalontech.jp/