At Disco Corp, a prominent Tokyo-based semiconductor manufacturer, an unconventional approach to corporate structure has redefined employee engagement and productivity. The company has pioneered a unique internal currency system known as ‘Will’, which empowers employees to choose their own tasks based on a competitive bidding mechanism.

Understanding the ‘Will’ Currency

In this innovative model, employees can earn Will by completing tasks while damaging their Will balance through activities deemed non-productive. The system operates outside traditional hierarchical structures, enabling workers to select projects that interest them, engage in hiring processes, and even manage task auctions.

• Generate legal documents: 5mn Will
• Test machinery: 2mn Will
• Participate in hiring interviews: 200,000 Will
• Process invoices: 80,000 Will
• Conduct training seminars: 1.5mn Will

Corporate Culture and Motivation

Disco Corp encourages autonomy and self-management, operating without traditional managers. Employees decide their own work priorities based on an individual Will balance, accumulated through task completion. The atmosphere fosters a sense of ownership, as workers perceive their contributions as directly tied to their financial incentives.

Kazuma Sekiya, the CEO, who introduced this system in 2011, believes that the shift from a conventional managerial structure to a self-regulated economy enhances productivity and employee satisfaction. “I just brought the economic system from the real world into the internal company,” Sekiya stated, emphasizing the pragmatic nature of this transition.

How ‘Will’ Transformed Disco Corp

Since adopting the Will system, Disco Corp has experienced notable gains in business performance and employee morale. Over 1,000 employees have thrived in this structure, wherein employees can bid on work projects, thus prioritizing their interests and maximizing productivity. The app that manages Will transactions has seen over 100 updates since its inception, continually improving its functionality.

Employees accumulate Will based on the revenue generated from machine sales. For instance, for every ¥1 billion in sales, approximately 400 million Will is circulated among employees. This system enables workers to earn bonuses based on their Will balance, linking their efforts directly to rewards.

The Impact of Will on Work-Life Balance

Despite its benefits, the Will system raises questions about work-life balance. Disco’s employees average 42.8 hours of overtime per month—far higher than the 15 hours reported by other Japanese firms. Sekiya argues that in-person work optimizes efficiency, often penalizing employees who seek flexible work arrangements.

Challenges and Critiques

Some employees have expressed frustration regarding the rigidity of the system. Certain tasks, essential for long-term projects but yielding little immediate revenue, may not translate into Will, leading to a focus on short-term gains rather than sustained growth.

Moreover, the lack of transferability for Will outside the company raises concerns about its nature as a currency. Critics point out that it functions more like a point system than a true financial asset, as Will cannot be converted to yen.

The Future of Disco Corp

While other corporations have sent representatives to learn from Disco’s model, no industry peers have yet emulated the system. Sekiya attributes this reluctance to a fear of disrupting the status quo. As the corporate landscape evolves, Disco Corp’s experimentation with the Will system could offer valuable insights into the future of work and management practices.