Taku's Blog++: Designing Luck. Go Where It Flows. Meet the Right People.

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1. Nao (Background & Foundation of Activities)

1. Entrepreneurial and Management Experience

Started businesses around 2006 and managed them over a span of roughly 10 years.
Involved in multiple companies (around seven), including operating a company based in Malaysia.

2. Balancing Learning and Practice

Studied at graduate school (Chiba University Graduate School) while also running courses and communities.
In recent years, has focused on the idea that “management = systemization.”

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2. Core Philosophy of Management (Systemization & Self-Running Organizations)

1. Objective

To build a company that continues to operate even without the founder’s presence.

2. Methodology (Frameworks Learned)

Michael E. Gerber–style “systems-based management” (the McDonald’s model: consistent quality anywhere).
Building on that foundation, currently oriented toward a Teal organization model (self-management, evolution, wholeness).

3. Aim

To ensure organizational reproducibility—delivering the same level of quality consistently—through structure rather than individual dependence.

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3. Answer to “Why Spiritual?” (A Shift in Worldview)

1. Common Assumption

“The visible world (material) is primary; the invisible world is secondary.”

2. Assumption He Adopts

The primary reality is the invisible, and the material world is secondary—the side that appears as a result.

3. Conclusion

Rather than asking “Why spiritual?”
the real question becomes: “Why wouldn’t we place the invisible at the center?”

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4. Risks of Reputation & Search in the AI Era (Information Warfare Perspective)

1. Problem Statement

We are entering an era where merely being searched—e.g., “Yokoyama religion”—can amplify misunderstanding.

2. Why This Is Dangerous

AI summaries do not rely on primary sources but synthesize fragmented online content (blogs, snippets) and present it conclusively.
Even incorrect information can easily become “accepted fact” once exposure increases.

3. Countermeasures (His Position)

Publish primary information oneself (e.g., continuous posting on platforms like note).
Do not leave search results unattended—this itself has become a form of modern web marketing.

4. Future Outlook

As search and purchasing become increasingly automated by AI,
anything that does not appear in AI recommendations will effectively cease to exist.

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5. Redefining “Freedom” (Discomfort with Western-Style Success)

1. Origin of Entrepreneurship

Entrepreneurship began as a pursuit of freedom—money, time, location, and relationships.

2. What He Later Realized

Early-retirement models often do not suit the Japanese temperament and easily lead to emptiness.
“Busy = bad” is a misconception; being busy with what you love is positive.

3. Summary

Freedom is no longer defined as “doing nothing," but as a state in which one can fully devote oneself to activities that satisfy the soul.

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6. Conditions for Success (Level of Consciousness, Luck, and Flow)

This is the backbone of the entire discussion.

1. Fundamental Conditions for Things to Work

Raise one’s level of consciousness
Act with good intention (intentions aligned with one’s values)

2. Frameworks Referenced (as examples)

Hawkins’ Map of Consciousness: 200 and above as the turning point
(described as the level where life begins to move constructively)
“Those who enjoy it are the strongest”:preferences beat knowledge, and enjoyment beats preferences.

3. The “Soul Story” Hypothesis

When you operate from the premise that life is designed,
the more you align with your mission, the more you catch the flow—and the easier results come.

4. Practical Motto

“When you catch the current, lift the oars.”
→ Reduce resistance; with a tailwind, lifting the oars works better than rowing.

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7. Agriculture as a Metaphor for Management (Microbes, Soil, and the Gut)

1. Underlying Concern

In 10 to 20 years, aging farmers will make food supply increasingly unstable.
To ensure at least what’s needed within one’s immediate circle, learning how to grow food personally has already begun.

2. Realization (Shared Structure)

Soil and the gut environment are remarkably similar (microorganisms, circulation, information exchange).
Rather than forcibly “adding from the outside” through fertilizers or pesticides,
creating conditions where microbes can function naturally is far more resilient.

3. Application to Management

Instead of direct control,
environmental design (field, circulation, invisible networks) determines outcomes.

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8. Going Further (Field Adjustment, Somatids, etc.)

1. Direction

Exploring “invisible forces” as embodied experiences and observable phenomena
(electrons, fields, the sensation of alignment).

2. Purpose

Ultimately, to create a state of being “in luck” and improve companies and life itself.

3. Personal Conclusion

When viewed ultra-realistically, things occur that logic alone cannot explain.
The deeper the inquiry goes, the more it inevitably enters the realm of spirituality.

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9. Overall Conclusion (What This Is Really Saying)

1. Conclusion for Management

Build systems and self-driven organizations that function even in one’s absence.

2. Conclusion for Life

Success is determined less by the amount of effort
and more by consciousness (state) × intention (values) × flow (timing).

3. Conclusion for the Era

In the age of AI, how you are searched is how you exist.
Releasing primary information and tuning the invisible domains
(trust, luck, field) directly shape reality.

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1) What Is the “Purpose” of This Talk?

1-1. Starting Point

Being told, “That’s spiritual, right?” or “Sounds sketchy.”
→ The goal is not to argue back, but to talk about the importance of “invisible things” while also grounding them in real-world verification.

1-2. Core Assertion

In both agriculture and life, the things that matter most exist in realms that are
hard to put into words / impossible to clearly write down.
Precisely for that reason, we need a perspective that does not discard
the invisible, but instead learns how to work with it.

2) The Speaker’s Stance (Not Blind Belief, but a Desire to Verify)

2-1. What Is Being Done

Concepts and techniques from invisible domains (e.g., “Time ◯◯”) are tested in real situations to see what actually happens.
Rather than assuming “energy exists,” the approach is to observe reactions, ask others whether they feel something, and treat it almost like effect measurement.

2-2. Lived Conclusion

Not everything works universally, but when examined flatly and honestly,
there are situations where working with invisible factors clearly produces better results.

3) Concrete Example ①: Somatids (?) and Hot Springs / Concentrated Extracts

3-1. Claim

In blood imaging, extremely fine entities referred to as “somatids” can be observed.
Certain researchers (e.g., Zero-san, Seo-san) describe these as beneficial and link them to hot springs.

3-2. Causal Narrative (Speaker’s Understanding)

One explanation for why “good hot springs make people feel energized” is:
- Hot springs contain a high concentration of somatids
- These influence bodily sensation and vitality

3-3. Application

There are products such as creams made from concentrated extracts,
Accompanied by experiential reports like “the pain eased.”
The speaker personally used them for several months and mentions knowing people who actually make such products.

This section is presented not as scientific confirmation, but as
a hypothesis combined with firsthand observation and experience.

4) Concrete Example ②: Levels of Consciousness (Hawkins / Kinesiology-based Concepts)

4-1. Core Idea

Human consciousness exists in levels,
Ranging through states such as fear, anger, pride, neutrality, joy, and beyond.
These levels are said to influence not only one’s inner state, but the quality of the “field” and the events that occur in reality.

4-2. Example (Traffic Jams)

The same traffic jam produces different experiences:
- A person in anger stays angry (an “anger movie” keeps playing).
- A person in neutrality or joy experiences it differently (a completely different movie).
Furthermore, when consciousness shifts, one may stop getting caught in traffic jams altogether.
→ This is explained as a magnetic-field-like attraction effect.

4-3. Impact on Groups (Counterbalance Effect)

A small number of people with high consciousness levels can counterbalance large numbers at lower levels.
Claims are introduced suggesting that the presence of individuals around level 600 can correlate with reductions in crime rates, etc.

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5) Cautions Around “Measurement” (Conditions Stated by Dr. Hawkins)

5-1. Conditions for Accurate Measurement (as explained by the speaker)

To measure using muscle response testing:
1. The consciousness level of the person doing the testing must be above a certain threshold
2. The intention (motivation) behind the question must also be above a certain level
If desire (e.g., betting on horse races) or vanity is mixed in, the results become distorted.

5-2. Changes in the “Average Consciousness Level of the World” (from interviews)

It was low during the time of the Buddha
It rose in the modern era
Around 2008, the global average is said to have crossed level 200, etc.

(This is introduced along with the note that interviews remain archived on Tatsuya Wada’s website.)

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6) The Role of Japan (The Same Message Arriving via Multiple Routes)

6-1. Messages the Speaker Has Received

Japan can become a model for service, harmony, and peace
If Japanese people awaken their consciousness, it may elevate the consciousness of the world as a whole

6-2. Episodes Cited as Supporting Context

Direct interview records with Dr. Hawkins (via Wada-san / Robin-san)
A story involving a woman connected to Mount Kōya (Noriko Mori?):
- At a United Nations venue, she was reportedly told by the Pope that
  “prophetic texts say the awakening of the Japanese people is the key.”

6-3. The Speaker’s Self-Perception

Not seeing himself as becoming a “guru,” but rather
feeling positioned as someone who connects scattered information and people
— a producer or intermediary.

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7) A View of the Era (Future Projection Framework by the OMRON Chairman)

Society progresses through stages such as:
Information → Optimization → Autonomy → (Parapsychological Technologies) → Natural Society
From this flow, the speaker perceives that engaging with
agriculture, nature, and spirituality
is aligned with the direction of the times.

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8) Drawing the Line Between “Religion” and “Spirituality”

8-1. Religion (Form and Authority)

Deals easily with form, systems, authority, doctrine,
and narratives about the past or the afterlife

8-2. Spirituality (Original Meaning)

Direct experience in the here and now
Practice, habits, awareness, maturity, service, and integration

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9) The Pitfall: The Astral Circus (False Spiritual Paths)

9-1. Characteristics

The pursuit of special powers, a sense of being chosen, excitement, control, and commercialization
Tends to become flashy, stimulating—like a spiritual “amusement park”

9-2. Characteristics of the Genuine Path

Quietness, maturity, health, integration, service, and a reduction of attachment

9-3. Additional Note (Siddhis)

The idea is introduced that as consciousness rises, unusual phenomena may occur as a byproduct
However, having abilities does not mean one’s consciousness is high
In fact, turning such abilities into ego-driven commodities pulls one toward the “circus” side

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10) カルマ／記録／運命の可塑性（バガヴァスティア等）

10-1. コア主張

• 行いは記録され、巡り巡って返る（良い悪い両方）

• ただし人生は固定ではなく、行い・意識で変わる余地がある

10-2. 日本的解釈との接続

• 氏神様・神在祭（出雲）など「見えない記録と会議」の比喩で説明

→ “カルマのデータベース”発想と重ねている

10-3. 実務的な使い方

• 自分の適性（政治家向き不向き等）や役割が書かれていた、という体験談

• 結論として

自分は“エネルギーを渡す人”ではなく“人とお金を集め、繋ぎ、場を作る役”

という自己定義に落としている

10) Karma / Records / The Plasticity of Fate (Bhagavastya, etc.)

10-1. Core Claim

Actions are recorded and eventually return—both good and bad
However, life is not fixed; there is room for change through action and consciousness

10-2. Connection to a Japanese Interpretation

Explained through metaphors such as Ujigami (local guardian deities) and the Kamiari Festival (Izumo), as “invisible records and meetings”
→ This overlaps with the idea of a “karma database”

10-3. Practical Application

Personal experiences are mentioned, such as one’s aptitudes (e.g., whether one is suited for politics or not) being “written”
As a conclusion, the speaker arrives at a self-definition:
Not someone who gives energy,
but someone who gathers people and money, connects them, and creates the field

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最終まとめ（この話の結論）

1. 見えない領域は、現実を動かす“説明しづらい重要因子”として無視すべきでない。

2. ただし信仰や興奮ではなく、検証・実践・日常への落とし込みとして扱う。

3. 意識の状態が、出来事の解釈だけでなく、**起きる現実の質（引き寄せ）**にも影響しうるという枠組みを採用。

4. 「宗教（形式）」より「スピリチュアル（今ここ・実践）」へ。

5. 派手な特殊能力ビジネス（アストラル・サーカス）に注意し、成熟・奉仕・ユーモアの方向を選ぶ。

6. 日本人の覚醒・調和の役割が鍵だという話が、複数ルートから一致して届いており、話者は“繋ぐ役”として動く意志がある。

Final Summary (Conclusion of This Talk)

The invisible realm should not be ignored, as it is an important yet hard-to-explain factor that moves reality.
However, it should be approached not through belief or excitement, but through verification, practice, and integration into daily life.
The framework adopted is that one’s state of consciousness can influence not only how events are interpreted, but also the quality of the reality that occurs (attraction).
Shift from religion (form) to spirituality (here-and-now practice).
Be wary of flashy “special-ability” businesses (the Astral Circus), and choose maturity, service, and humor instead.
The idea that Japan has a key role in awakening and harmony has arrived consistently through multiple routes, and the speaker intends to act as a connector in response to this.

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Thank you for the wonderful time!

Thank you!

I've been doing this from a place of meaning.

「仕組み化」の経営術

Amazon（アマゾン）

https://www.youtube.com/watch?v=NRanaMKTeYU

About Naoki Shimizu’s book on Systemization

1. 3 Patterns that Cause Companies to Stall (The Core Problem)

Many companies hit a growth ceiling because their organizations are overly dependent on people. The book identifies three typical stagnation patterns:

Craftsman-style management: The founder relies on personal skill and ends up thinking, “It’s faster if I just do it myself.” Employees don’t grow, and the founder burns out. [01:13]。
Hub-and-spoke management: All decisions funnel through the CEO. The CEO becomes the bottleneck, execution slows down, and successors never develop. [02:27]。
Blame-based management: Mistakes are attributed to individual capability. Morale drops, and trust within the organization collapses. [03:14]。

2. The True Meaning of "Sytemization"

Systemization is not simply about manuals or documentation. Two elements are essential. [04:35]。

Company-specific reproducibility: It’s not just that anyone can deliver the same value—the system must deliver a unique promise to customers that competitors cannot easily copy. [05:35]。
A cumulative structure: When work is systemized, knowledge doesn’t reset when roles change. Instead, organizational intelligence keeps accumulating over time. [06:43]。

3. The "Inside-Out" Three-Step Process to Building Systems

Rather than imposing surface-level rules (outside-in), the book advocates an inside-out approach: [08:07]。

Clarify the leader’s life philosophy: How does the leader want to live? What truly matters to them? This becomes the ultimate compass for everything else. [09:20]。
Organize and articulate the company’s philosophy: Translate that life philosophy into a clear set of corporate principles: Who we are. Where we’re going. Why we exist. At this point, the company evolves from being “the CEO’s extension” into an independent living system. [10:14]。
Systemize each operation: Only then are concrete workflows, rules, and processes designed—all aligned with the company’s philosophy.[11:00]。