RIP FedEx Day, Meet [Your idea here] Day Umm, so what's a ShipIt? Anything can be a ShipIt. We see everything from practical to inspiring, simple to insane, technical to non-technical. JIRA Service Desk Stoos Network (part 3): Core Idea One wish I had for the gathering in Stoos was to discover a common foundation that could reconcile differences between the many management thinkers, writers and consultants the world has already generated before. We have The Toyota Way, the 14 Points for Management, Radical Management, Management 3.0, Wiki-Management, Beyond Budgeting, Tribal Leadership, Servant Leadership, Elastic Leadership, the Declaration of Interdependence, and many more models, values and principles. I asked the group at Stoos, “Is there something more fundamental?”
Nintendo Asks Atlassian for Some Innovation Help By Sarah Lacy On March 20, 2012 For an enterprise software company Atlassian does some, let’s say, unconventional things. The first time I met Atlassian President Jay Simons he was wearing full drag. Stoos Network (part 2): Stakeholders & Personas "Who is our customer?" This was one of the first questions to pop up during the gathering in Stoos. "Which people are our target audience?” and “Who else is involved?" Or in other words: "Who are the stakeholders in organizational transformation?"
What it takes to do new things at work, overnight By Polly LaBarre, contributor (TheMIX) -- What leader today doesn't want more innovation? Yet, producing more (of anything) inside an organization generally leads to more process, which smothers individual creativity and all-too-often kills organizational innovation. Innovation isn't about structuring a process to lead to an outcome so much as it's about creating space -- both elbow room, the space to roam free of bureaucratic rules and red tape, and head room, the freedom to see differently, think wildly, and aim higher.
Stoos Network (part 1): About Communication I write this in my hotel room after having traveled back from Stoos to Zürich airport. The Stoos Gathering just ended and I’m feeling very tired. I had just 6 hours of sleep in the last 2 nights, and tomorrow I have to get up early, again, to catch my plane to Cleveland, US. My report about the proceedings of the Stoos Gathering will have to wait for a day or two. But there’s one thing I wish to clear up before I tuck in. Atlassian's Big Experiment with Performance Reviews 1. Rip apart the traditional performance review We've replaced the traditional performance review structure with a more lightweight, continuous model. 2. Stop paying individual performance bonuses
Ratings Are Out It's almost impossible to talk meaningfully about someone's performance as a whole ("Nicola, I thought you did great last year"). So instead most performance conversations are broken down into chunks & at CSB we call these chunks factors. For example a factor might be a hard performance metric, like sales, or a softer behavior, like teamwork. People typically get a rating on each factor, and there are a million different types of rating scales, which many smart people have put lots of effort into designing. But for the purposes of this coaching idea the actual rating scale is, er... kind of irrelevant. Imagine you have a rating scale from 1 to 10 (like I said it really doesn't matter), you're dealing with a factor of teamwork, and your employee Nicola has rated herself a 5.
It's the Culture, Stupid! How Atlassian maintains an open Information Culture. @VC Arun, I hope I can answer some of your questions... First and foremost, how does a company deal with the challenge of having an "open" culture, with transparency of (sensitive) information, and employees who leave the company at various stages? The tone of your question suggests you come from a culture where the default is "closed" information. Our preference is to encourage information to be "open" unless there is a specific reason otherwise.
Top 10 Steps to Successful Goals 14 Aug 2010 "There is no such thing as a wish without the power to make it come true. You may have to work for it, however." Richard Bach. 1. Successful Goals are Clear Scenario planning framework and success factors - Ross DawsonKeynote speaker Selection of Ross Dawson Frameworks Scenario Planning in Action Click on the image to see full-size pdf Below are summaries of the key points in the overview page: