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Ferpection culture in practice

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Ferpection culture in practice

  1. 1. Culture in practice
  2. 2. Company culture in motion Thiel’s law: a startup messed up at its foundation can never be fixed. Inspired by “liberated companies”, we measure and evolve what our culture as a company is and is not. In this presentation you will read about: 1. Thought culture: purpose, values, promoted behaviours… 2. Applied culture i.e. how we apply our culture to our everyday work: what good looks like, making decisions, autonomy and beyond, feedback framework...
  3. 3. Thought Culture
  4. 4. We want to improve everyone’s internet experience. • We believe we can do so by fueling companies – the key providers of this experience - with feedback from users. • We apply this approach to ourselves, listening and satisfying our customers, our testers and our own needs. • Success for us is being happy at work, being profitable and ultimately satisfying our customers. Purpose
  5. 5. Values • There's always a better "way": we seek positive change, refuse status quo, bring quality not quantity. We are not judgmental and always fresh when it comes to delivering actionable optimisations to our clients and ourselves. • We are community builders: we succeed together, we fail together. We promote development, recognition and transparency to benefit our community, company, clients & partners. • We are simple folks: we have 3 values because it’s enough. We don't take ourselves seriously yet we are pros. We know clarity is key to deliver our value so we never assume and seek good communication beyond what's written.
  6. 6. Liberated companies Source: Liberté & Cie - Isaac Getz et Brian M. Carney “La plupart de ces entreprises n’ont pas d’organigrammes. La majorité n’ont pas de parkings réservés ni de bureaux plus spacieux pour les patrons. Certaines n’ont de bureaux fixes pour personne: tout le monde, y compris le PDF se contente de choisir un bureau disponible. Certaines ne regroupent pas leurs collaborateurs par service. Certaines retirent les plafonds et installent des escaliers pour accroitre la mobilité et la communication entre les collaborateurs. Certaines possèdent des salles de réunion qui portent le nom de leurs salariés les plus anciens, souvent des secrétaires. Aucune ne dispose de pointeuse. La plupart autorisent les salariés à fixer leurs propres emplois du temps et certaines les autorisent même à fixer leurs propres salaires. Certaines n’ont pas de managers. Certaines n’ont ni titres ni grades. Beaucoup autorisent les salariés à choisir leurs leaders, à déterminer eux-mêmes le contenu de leur poste et, en réalité, à inventer leur propre travail. Certaines n’ont pas de service de ressources humaines. Certaines n’ont ni budgets ni service financier. La plupart n’ont pas de processus de planification à long terme.”
  7. 7. Applied Culture
  8. 8. Anticipate relevant info Listen. Be punctual. Come prepared. We work well when we + Stick to why + Never assume, always ask + Just f**king do it + Put users first
  9. 9. Leader-Leader Model In its simplest form, the leader-leader model forces you to push power and responsibility as low on the organizational hierarchy as possible. This allows leaders at every level to re-focus their efforts on more meaningful tasks, while trusting those below them to figure out how to get their job done. • Control - Give control, don’t take control. • Competence - Give your team the tools they need to be technically competent. • Clarity - State the organization’s goals clearly, openly, and honestly. Make sure everyone is working towards the same goals. • Courage - Resist the urge to fall back into the leader-follower model. Our key principle: “If you’re the one doing it, you decide”.
  10. 10. Personal involvement Regardless of job title, distance or time invested Duties & Responsibilities Padawan Jedi Participates in collective objectives X X Reads and understands Integration Light Package X X Has access to company fun & serious activities X X Has access to Open meetings (roadmap, lean) X X Is invited to company retreat X Must attend routines X Participates in random buddies X Must use key tools e.g. Twist & todoist X Can spend money / update Business Model X Follows through full integration X Participates in recruitment X Has individual role(s)/ transversal project X Proactively involves younglings & padawans X Participates in feedback loops X
  11. 11. What good looks like? We believe good for us is (in this order): 1. Well being of individuals 2. Customer satisfaction 3. Company profitability Once you agree with this and know the vision, you want to make decisions on your own. 50% of decisions we make end up being bad decisions so you want to make fast decisions with limited cost of errors.
  12. 12. Beyond autonomy In traditional organisations, you have a manager as in a boss over your head. We believe you can do better for yourself and the company by being autonomous. Yet, there are three dimensions where we need the support of others: 1. Administrative tasks: these are handled as defined by the Team & Roles document. 2. Dialogue: we have recently implemented “buddy times” to have a safe place to discuss with other members of the company. 3. Making progress: group of peers will help you identify your strengths and weaknesses (like this), your individual contribution to objectives and give you feedback on how to progress. This will be shared and followed upon in the Team & Roles documents.
  13. 13. Feedback framework Because feedback is key to not make the same mistake again and because we crave for continuous personal development. ☝ Important: empathy is always the key to give a good feedback. 1. CONTEXT: explain WHY you give a feedback or why you want to receive one. 2. FEEDBACK: positive or negative, a feedback can only be detailed & constructive. 3. WHAT’S NEXT: look at what you we can do to improve the situation and don’t repeat mistakes. (tip: use What if … ? / What do you think of … ?)
  14. 14. Stick to why

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