Difference between revisions of "Jimdo"

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How [[organization::Jimdo]] scales their agile organization to 180 people (which is beyond {{p|dunbar’s number}}.
How {{organization|Jimdo}} scales their agile organization to 180 people (which is beyond {{p|dunbar’s number}}.
*{{p|culture, communication, kaizen}} to scale a {{p|chaorganization}}.
*{{p|culture, communication, kaizen}} to scale a {{p|chaorganization}}.
*{{p|life is a broccoli}} to embed {{p|purpose, principles, practices}} at all levels of the {{p|chaorganization}}.
*{{p|life is a broccoli}} to embed {{p|purpose, principles, practices}} at all levels of the {{p|chaorganization}}.
===Kaizen===
*{{p|kaizen is core}} to install continuous improvement and the {{p|habit of changing habits}} in the {{p|chaorganization}}’s DNA.
*{{p|kaizen is core}} to install continuous improvement and the {{p|habit of changing habits}} in the {{p|chaorganization}}’s DNA.
*{{p|visual management}} to organize work and have the right conversations.
*{{p|visual management}} to organize work and have the right conversations.
*{{p|daily standup}} to update each other on progress, resolve any problems, and to collaborate to {{p|ka-ching a day makes product owner hurray}}.
*{{p|daily standup}} to update each other on progress, resolve any problems, and to collaborate to {{p|ka-ching a day makes product owner hurray}}.
*{{p|external moderator}} to include the whole unit implement {{p|kaizen is core}}.
*{{p|external moderator}} to include the whole unit implement {{p|kaizen is core}}.
*{{u|retrospective gathering}}.
===Communities of Practice===
*{{p|guild}} to
*{{p|guild}} to
**regularly share knowledge, art, and expertise, and innovate;
**regularly share knowledge, art, and expertise, and innovate;
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*{{p|retrospectives deeply supported at top level}}
*{{p|retrospectives deeply supported at top level}}
*{{p|founder participates in retrospective}} to resolve multi-team or bigger system issues.
*{{p|founder participates in retrospective}} to resolve multi-team or bigger system issues.
===Communication===
*{{p|system as product of interactions between its parts}} together with {{p|life is a broccoli}} to direct attention and actions to those places where they matter most: {{p|interfaces and protocols}}.
*{{p|system as product of interactions between its parts}} together with {{p|life is a broccoli}} to direct attention and actions to those places where they matter most: {{p|interfaces and protocols}}.
*{{p|stable team}} to encourage cross-functional, {{p|pi-shaped people}}.
*{{p|stable team}} to encourage cross-functional, {{p|pi-shaped people}}.
===Teamverløtung===
*{{p|teamverløtung}} to
*{{p|teamverløtung}} to
**synchronize the company during a weekly roundup;
**synchronize the company during a weekly roundup;
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**take advantage of the incredible amount of knowledge and experience from different disciplines gathered in this {{p|obeya}}.
**take advantage of the incredible amount of knowledge and experience from different disciplines gathered in this {{p|obeya}}.
**discover simple and creative solutions immediately.
**discover simple and creative solutions immediately.
*{{p|feel good manager}} to install a culture that keeps the {{p|happiness index}} at a high level with a casual face-to-face meetup of 20–30 minutes.
*{{p|feel good manager}} (or {{p|feel good fairy}} to install a culture that keeps the {{p|happiness index}} at a high level with a casual face-to-face meetup of 20–30 minutes.
*{{p|??? café}} right after the {{p|teamverløtung}} to allow small groups to discuss  certain topics and coordinate their efforts.
*{{p|??? café}} right after the {{p|teamverløtung}} to allow small groups to discuss  certain topics and coordinate their efforts.
===Open Prioritization Meetings===
*{{p|open prioritization meeting}}s to improve inter-team communication and coordination in 20–30 minutes of time.
*{{p|open prioritization meeting}}s to improve inter-team communication and coordination in 20–30 minutes of time.
*{{p|stakeholder pitches request}} and {{p|start with why}} to explain the value of their idea.
*{{p|stakeholder pitches request}} and {{p|start with why}} to explain the value of their idea.
*{{usage|spice girls question}}.
*{{u|spice girls question}}, the one thing that's most important for the whole company right now.
*{{usage|start what you finish and finish what you start}}.
*{{u|start what you finish and finish what you start}}.
*{{usage|teams that finish early accelerate faster}}.
*{{u|teams that finish early accelerate faster}}.
*{{usage|just say no}}, and to make explicitly clear which requests will not be done at all in order to eliminate false hope and disappointment.
*{{u|just say no}}, and to make explicitly clear which requests will not be done at all in order to eliminate false hope and disappointment.
===Goal #1===
*{{p|aligned autonomy}} to to maintain, or regain, alignment, increase [[maneuverability|maneuver]], and have everybody move in the same direction in order to achieve outstanding feats.
*{{u|intent at least to levels up}} to
**keep the flow and keep things moving;
**subordinate everything else, and at times delay achieving local goals;
**bring crystal clarity;
**instill company-wide {{p|aligned autonomy}};
**allow a {{p|incessant decision stream}};
**take care of impediments immediately;
**foster self-awareness and feeling of togetherness.
*{{p|captain chaos}} to equip everyone with the best working environment possible—like in {{organization|Pixar}}.
*{{u|mission order}}.
===Culture===
*{{p|everyone can do great things}} to ….
*{{u|retrospective prime directive}}.
*{{p|true north}} to calm focus that guides you through sometimes murky waters of continuous change.
*{{u|values and principles at all levels}}.
*{{p|lead by example}} to nurture, strengthen, and evolve the culture.
*Cultural values at {{organization|Jimdo}}:
**{{p|we do not make mistakes, we learn}}.
**{{p|if you are not having fun, do something else}}.
**{{p|always do your best}}.
**{{p|encourage wild ideas}}.
**no ‘dog eats dog’ mentality;
 
==Sources==
==Sources==
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{{WebSourceListItem

Latest revision as of 15:32, 27 April 2014

How Jimdo scales their agile organization to 180 people (which is beyond dunbar’s number.

Kaizen

Communities of Practice

Communication

Teamverløtung

  • teamverløtung to
    • synchronize the company during a weekly roundup;
    • keep everyone in the zone of healthy tension or eustress; that is, it avoids distress because of big heaps of work that needs to be done;
    • facilitate direct face-to-face communication over ‘communication’ through a (ticketing) system;
    • enable valuable conversations about what matters most;
    • build trust;
    • catalyze mutual understanding;
    • know the reasons why some items will be worked on and others not;
    • educate everyone on the intent at least to levels up, the big, hard, aggressive goals, and the company’s strategy;
    • take advantage of the incredible amount of knowledge and experience from different disciplines gathered in this obeya.
    • discover simple and creative solutions immediately.
  • feel good manager (or feel good fairy to install a culture that keeps the happiness index at a high level with a casual face-to-face meetup of 20–30 minutes.
  • ??? café right after the teamverløtung to allow small groups to discuss certain topics and coordinate their efforts.

Open Prioritization Meetings

Goal #1

  • aligned autonomy to to maintain, or regain, alignment, increase maneuver, and have everybody move in the same direction in order to achieve outstanding feats.
  • intent at least to levels up to to
    • keep the flow and keep things moving;
    • subordinate everything else, and at times delay achieving local goals;
    • bring crystal clarity;
    • instill company-wide aligned autonomy;
    • allow a incessant decision stream;
    • take care of impediments immediately;
    • foster self-awareness and feeling of togetherness.
  • captain chaos to equip everyone with the best working environment possible—like in Pixar.
  • mission order to focus all forces on victory.

Culture

Sources