to ~2000 • I think of it as having netscape in high school • Only 29% of millenials "expect to work regular oﬃce hours” • Development and work/life balance are more important today • Technology inside companies has ﬂa_ened communica2ons • Want ﬂexibility -‐ when to work, where to work from, and how to deliver work • Greater focus on results (vs. tenure for example)
point, at least at Gilt, we realized we: • Spent lots of 2me talking about ideas that never got done • Did not feel great about the ideas we were building • Felt slow – too hard to gain consensus on approach These were the problems we set about addressing. It hit us hard in our 4th year and roughly ~800 people
an idea, but innova2on is of course having the idea and doing everything else – the R&D, the tes2ng and re-‐designing to develop a new product/service/process, and then successfully gemng it out to the market or pumng it into use, so that it’s not just an idea but an applied result. h_p://original-‐ventures.com/2013/03/13/ideas-‐are-‐ cheap/
what's the diﬀerence between the Chicken and the Pig? • Answer: The Chicken is involved, but the Pig is commi_ed! “Pigs” should choose what we build h_ps://en.wikipedia.org/wiki/The_Chicken_and_the_Pig
“I think we need to make the register bu_on blink.” Team says: “Great idea – our KPI is x and we think our current idea is going to move our KPI towards its target faster.” • Decision making: The team working on the KPI independently selects its ideas to execute on. They are now autonomous and measured only by the KPI
“strategic” KPIs • Goal is a single “strategic” KPI where possible; some2mes need a second • Teams may create their own “tac2cal” KPIs to help measure progress on individual projects – tend to be short-‐lived.
product visionary, coder, presenter, visual designer, business thinker, organizer, mo2vator, quality manager, coach, analyst, architect, writer, visual designer and ux specialist • Individuals fulﬁll 1 or more ingredients • Ideal team has every ingredient
• Review KPI and progress towards targets • Discuss ongoing mul2 variant tests and outcomes • Story: What’s the elevator pitch for next few weeks Works great if the the KPIs are solid and responsive. Hard if KPIs are not great. h_p://tech.gilt.com/post/44792645000/scaling-‐agile-‐at-‐ gilt-‐with-‐teams-‐ingredients [from John Quinn, ex Digg CTO and current SVP engineering at gilt]
It is up to YOU to ﬁll it up with the awesome stuﬀ we're working on and doing here. What you post there is auto syndicated to our gil_ech twi_er account, which you can post to directly. Password=***** Things to Consider • It's oNen a good idea to ask for a peer review before pos2ng to double check technical accuracy, grammar etc. We've also got a team of wordsmithers (see appendix) that have signed up to help you out. • If you've got content that you're not sure about e.g. talking about a feature that's not live or a subject that you're not sure is suitable, ask your manager.
budget • Enter your proposed (or incurred) expense on the next sheet. Your expense should be related to team building e.g. organizing a team building breakfast or a dinner to celebrate a big release. • If the total remaining is now nega2ve, remove your expense. You'll need to wait un2l next month when the budget is refreshed. (the 1st of the month) • If the total remaining is posi2ve, you're approved! • If the budget is exhausted, please add a $0 entry for the thing you would have liked to do. S2ll early – but really what happens is you ﬁnd yourself always considering if decentraliza2on would be be_er. It oNen turns out to be.
didn’t talk about innova2on today explicitly • But implicitly everything here is about enabling innova2on Nobody has ﬁgured out how to create innova2on But we do know what kills innova2on Empowerment and autonomy allow for innova2on to occur