Living Up to Our Company Values (Part 3): Do Things Collaboratively and Make ’em Good!
In Part 1 and Part 2, we introduced you to our company values, which include integrity and learning. But all those values are supported by people, people who do their best. Read on to better understand how we function on the day-to-day as we help our customers on their own journeys.
TeamworkTeamwork. No one can do it alone. Win as a team, lose as a team. One common vision, one company, and one common goal. We row in the same direction (admittedly, we all row at different paces!).
How this value manifests itself in terms of actions and situations is how we share learnings. We more or less have killed emails and collaborate purely with a healthy mix of Slack conversations, Confluence pages, JIRA boards and tickets, Dropbox, and Zoom meetings (webcam on at all times!). In order to outlearn our competitors, our industry, and to the benefit to our clients – we need to leverage our global learning networks and share our learnings quickly and often. A long time back I was obsessed (still am at times) with building out our internal knowledge exchange (KX). This makes all of our consultants so much more dangerous when on a client site when we not only have our own individual “implicit” knowledge (what’s in our heads) but also readily access to the “explicit” knowledge (aka documentation) of years of consulting and thousands of documented engagements which include documented deliverables and techniques, practices, and methodologies.
In fact, there’s constant encouragement and Karma points given for great documentation. We reward it and it takes the entire organizational team to keep it up-to-date and alive. We iterate and learn something new and we document it. We’re constantly sharing collateral between Sales and Delivery teams in order to be successful. It really doesn’t matter what organization you’re in here at Cprime – we see ourselves as one team with one vision and one common goal; rowing in the same direction as a team.
QualityQuality. We pride ourselves in delivering the best quality we can in whatever we do. We can practice our action value and deliver value – but if quality suffers while doing so we are not content.
Last year I was brought into a client meeting for a high-visibility program that was “going South” and in need of a reboot. I still remember walking into this meeting as I watched the body language of two of our main stakeholders – they were stressed, frantic, and feeling the pressure to deliver something. A lot was on the line and both of our stakeholders were putting all options on the table to improve the program. The moment I sat down both looked me square in the eye and said, “We need a very strong Agile Coach” to help us deliver. Now, on the surface I understood what that meant. But if you dig deeper this can go thousands of ways. Acting in the role as a trusted advisor – I started to ask my qualifying questions to better understand what they were looking for and what were their desired outcomes and their respective desired timelines to achieve said outcomes. I was trying to get situational awareness of the program even knowingly that both stakeholders did not know the day-to-day of the program. Often times in the gray area of consulting, you make do with the intelligence you have and sometimes have to make a call.
The session ended with the same frantic request for, “You know what we need – an Agile Coach!”. I felt the pressure to deliver the requested solution by my client even though I had an uneasy feeling about how the session went. In fact, I wasn’t sold that the solution was deliver an Agile Coach. It might be part of the solution, but I still didn’t know enough to understand the complex environment of the program. Nor, did I have the luxury and time to go start talking to program stakeholders and program team members to get better information.
So I decided to walk away from the opportunity. I definitely felt we could have delivered the request solution, but would we be set-up for success and deliver the quality we desired? Would our client be successful? Additionally, by me saying yes to this would mean saying no to something else. The client respected the decision and went with another competitor. And I’m ok with that. I remember one of our team members teasing me how I couldn’t “close the deal” on this opportunity. And I proudly responded with well, “It doesn’t appear to uphold our value of quality”.
In the next blogs, we’ll round out our values and how we live those on a daily basis.