The document provides tips for startups on hiring. It recommends focusing hiring efforts by hiring 10 candidates at once rather than spread out over 3 months to allow for better choice. Other tips include hiring friends of friends, making the job opportunity story viral, asking interviewees for referrals and advice, writing down the hiring story and testing it, and focusing on hiring for either expertise or throughput depending on the company's needs. The document emphasizes the importance of communication, focus, and fit over specific skills when hiring.
Vision Values and Work Culture -Aventus PartnersMP Sriram
An overview of "Vision, Values and Work Culture" presented to a group of young managers .
The session is meant to familiarize the participants with the concepts , understand how it has been crafted and manifested in a few admired organizations, examine the process of articulation of the vision and values and understand some basic principles to facilitate Change while communicating the new vision , values and elements of the desired culture.
This session is a precursor to a working session where the participants work on crafting a draft vision and values statement for their organization.
Schneider Electric has grown significantly in the last 10 years and is working to define a global employer value proposition (EVP) to effectively attract and retain talent. They have gathered stakeholder input, agreed on objectives to differentiate the company and resonate with candidates, and will test narrative options and creative materials before launching the EVP. The goal is to develop an EVP that is comprehensive, aligned with the corporate brand, and provides a strong foundation for talent strategies including a careers website. It will take time to fully embed the EVP.
Toronto - Strategic Planning for Club Owners & General Managersghfcadmin
The document discusses strategic planning for club owners and general managers. It covers factors like demographics, economics, operational characteristics, competitors, and developing a strategy. It emphasizes the importance of having a clearly defined strategy, flawless execution, a performance-oriented culture, and a flexible organization structure. It also discusses developing a vision, mission, core purpose, culture, and values to guide the business and shape its future direction over the long run.
Paul Middlebrook and Judith Stracey, Transform Conference 2012Communicate Magazine
Case study- a story of radical brand transformation through brand storytelling.
Business in highly competitive and often relatively low margin sectors focus their energy quite rightly on service excellence and risk mitigation.
In this pursuit to deliver competitive service levels, businesses often forget 'who they are and why they are different'. They stop communicating 'ATTITUDE' and focus on 'A to B'.
This document provides information on developing a mission, vision, and values for a business. It defines a mission statement as describing a company's function, markets, and competitive advantages. Examples of mission statements are provided. The vision looks to the future and describes what the organization wants to become. Vision examples are given. Core values specify the attitudes that guide an organization's operations and culture. The document provides exercises to help identify an organization's core values. It emphasizes testing values to ensure they are truly core to the business.
Nchra hr as a strategic partner designing strategic initiativesDavid Kovacovich
Here is a slidedeck from a seminar I conducted for HR Professionals via NCHRA in 2013. We focus on workshopping vital areas of Organizational Development to evolve company culture.
This document promotes increasing business profits and reducing employee turnover through improving company culture. It claims most businesses fail to focus on retaining quality employees and increasing production, which are the only two things that truly matter. A story is presented about how one company revolutionized its culture by hiring a new CEO based on personality and skills rather than experience. The document argues for assessing company culture and turnover, and implementing strategies to attract and retain the right cultural fits through an open door policy, employee empowerment, and constant feedback. Applying these techniques could increase profits by 5-50% within 3 months by reducing turnover by 25-50%.
In a world of business, the process of defining your organization’s Mission Statement, Vision Statement and Value Set can be a valuable exercise that will force you and your leadership team to ask the harder questions about your organization.
The goal of this SlideShare is to get your started,
The document discusses developing business acumen for HR professionals. It defines business acumen as the ability to provide insightful assessments of key business factors in the current and future operating environment. Developing acumen is a 5 step process involving gaining knowledge, forming good business habits, understanding customers, making useful connections, and thinking critically about emerging issues. The document emphasizes that HR's role is to efficiently sustain employee productivity over the long term by ensuring the right people are in the right roles at the right time. Business acumen allows HR professionals to better align human resources strategies with business needs.
This document is a recruitment package for the position of Client Success Manager at TRG Arts, an international consulting firm focused on building thriving arts and cultural organizations. The Client Success Manager will be responsible for strategically managing client accounts, delivering consulting projects, and providing excellent customer service. Key responsibilities include managing client portfolios, leading consulting projects, analyzing data, and coordinating with the client services team. The ideal candidate has 5+ years of relevant experience in arts marketing or sales, strong analytical and project management skills, and excellent written and verbal communication abilities. TRG Arts offers a proven methodology, training programs, and a reputation for helping clients achieve results in the arts sector.
Jenny Vandyke is a corporate entrepreneur and author who helps business leaders implement innovation strategies. With over 10 years of experience leading innovation projects at large companies, she has delivered hundreds of workshops and keynotes on topics like innovation recipes, change leadership, and why projects fail. Testimonials praise her engaging and practical presentation style that provides actionable takeaways for audiences.
- Employer branding represents a company's efforts to promote a clear image of what makes it desirable to work for, both internally and externally. It aims to attract future employees and increase productivity of current ones.
- An employer brand is shaped by the employer brand experience across many touchpoints, from core ones like values, behaviors, and competencies to secondary processes like recruitment and development.
- Effective employer branding involves measuring these touchpoints, identifying gaps between actual and desired experiences, implementing solutions, and consistently communicating improvements internally and externally. The goal is to make interactions smooth across all important touchpoints.
1. The article discusses how to create a challenging work environment by setting clear rules and goals, providing immediate feedback, and ensuring employees feel satisfied with their accomplishments.
2. It argues that layoffs, if not handled properly, can damage employee morale and trust in management. When layoffs are necessary, the company should communicate openly with remaining employees and help them develop new skills to feel secure in their roles.
3. The goal is to make employees feel confident and able to contribute to the company's success, even after a difficult period of layoffs.
The document discusses the need for companies to modernize their employee recognition strategies to engage today's workforce. It notes that only 13% of global employees are engaged and recognition that appreciates employees once a year is outdated. The document advocates for recognition strategies that engage and align employees to business goals through personalized, ongoing recognition adapted for all employees, including different generations and remote workers. It promotes recognition solutions that boost employee performance, commitment and responsiveness.
Amazon leadership principles and key conceptsGina Debogovich
Amazon's leadership principles guide ever decision the company makes. This presentation provides an overview of them as well as the other essential processes/concepts such the Working Backwards, Tenets, and Raising the Bar, that contributed to this company's success. These principles and concepts can be applied to any organization to increase its success.
This document provides an overview of the coaching and consulting services offered by Convergenz, LLC. Convergenz offers executive coaching to help with work-life balance, leadership development, and stabilizing cash flow. Their consulting services include strategic planning, organizational effectiveness, industry research, and exit strategies. The document includes examples of common issues they address in coaching and describes their areas of consulting expertise.
The Excellence and Quality Consulting aims to empower companies by offering tools and techniques in neurobusiness, business coaching, and peer-to-peer learning. With a presence in several countries, it helps businesses understand changes in how organizations relate to markets. Its neurostrategy focuses on automatic decision-making. The consulting provides innovative solutions using neuroscience to understand consumer feelings and habits. It covers topics like neurobusiness, neuromarketing, and neuroleadership. Case studies show successes in unifying procedures, improving performance, reducing turnover, and increasing collaboration between competitors.
Pause the workplace debate: ask these 4 questions firstJLL
To achieve meaningful results from workplace transformation, you need to first understand what drive performance and client experience for your organization. Join the conversion on twitter #RethinkWorkplace or visit: http://bit.ly/1ehZCY1
The document discusses guiding principles which are core values or ideologies that guide an organization. It provides examples of guiding principles from various companies like Google, Apple, Amazon, Toyota, and discusses how guiding principles create a shared company culture and guide behavior. It also suggests individuals can develop their own personal guiding principles.
The document discusses best practices for product managers and UX designers working together. It emphasizes that PMs should focus on understanding customer needs and business goals, while UX designers focus on feasible solutions. Both roles should involve stakeholders and challenge each other respectfully. Building trust between teams is important through transparency, accountability and understanding different perspectives. Discussing business metrics, risks, and the problem-solution process can help alignment. The overall goal is effective collaboration between strategic planning and solution implementation.
Allocadia's culture code and values help the company accomplish its big goals by building an effective team. The values emphasize trust, empathy, empowerment, alignment with customers, responsibility, clarity, results, courage, and ownership. Living the values means giving and receiving feedback, understanding goals and metrics, aligning work, seeking to clarify, continuously learning, taking risks, and celebrating wins. Leaders provide goals and tools, elicit feedback, recognize people, delegate with support, and trust the team.
What's the spirit of your company? At Odoo, we know that a great and motivating atmosphere is the key! It can help employees to feel better and then be proud of working for your company!
Allocadia helps marketing teams improve their marketing performance management. Their culture code and values emphasize building trust, showing empathy, empowering employees, aligning on goals, focusing on customers, taking responsibility, seeking clarity, achieving results, having courage, and taking ownership. Employees are encouraged to be leaders, give and receive feedback, continuously learn, take risks, share learnings, and celebrate successes together. Leader/leader frameworks and tools like goal setting and recognition programs help live these values.
Modest Homes will hold a series of interview activities to select 10 trainees from applicants, who will undergo a 3-month training program and be evaluated for employment. The selection criteria focuses on qualifications in construction fields, skills in BIM software, and experience in the industry. The goal is to recruit two junior Quantity Surveyors to support the company's emphasis on BIM competencies.
This document contains information about Modest Homes Sdn. Bhd., including its company profile, vision, mission, goals, organizational culture, SWOT analysis, strategic plan, organizational chart, and job descriptions. The company was established in 2017 and specializes in building affordable, high-quality homes. It aims to satisfy customers, be a leading property developer, and provide a great place to work through its core values of integrity, customer satisfaction, respect, quality, and innovation.
This document outlines the culture of a company focused on helping small businesses succeed. It begins by defining culture and explaining why a clearly defined culture is important for success. The company's mission is to make getting customers as simple as running water. It values customer obsession, striving for greatness, radical transparency, ownership, speed, simplicity, full commitment, efficiency, questioning assumptions, and outcomes over excuses. It aims to hire "A players" who actively improve the company and allow context-based decision making with accountability. The goal is to promote from within based on alignment with values over just skills.
The document provides an overview of the culture and values of Cactus, a global business. It describes Cactus as having a client-centric, fast-paced and diverse business that is continually growing. It emphasizes the values of integrity, trust, excellence, innovation, communication and fun. Employees are given freedom but also responsibility, and are expected to have a strong work ethic, focus on quality and meeting deadlines, and be tech-savvy.
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
Grace's mission is productive safety and their vision is to drive innovative solutions to enhance productivity while keeping people and assets safe. Their culture focuses on values like judgment, honest communication, selfless impact, curious innovation, customer obsession, being resource wise, and hiring and developing employees. They provide employees freedom and responsibility within clear context rather than control. Teams are highly aligned through shared goals and strategy but loosely coupled, minimizing unnecessary coordination to allow for flexibility and speed.
This document outlines the core values and goals of a business. It emphasizes excellence through technical knowledge, best practices, and efficient operations. It stresses innovation, creativity, and continuous improvement. The business aims to achieve high goals and make its customers successful by offering high quality products and services, understanding customer needs, and prioritizing customer feedback.
Culture evolves from a collective belief and core set of values, and there are 10 guiding principles we drive our business decisions with. Here they are:
We use our Leadership Principles every day, whether we're discussing ideas for new projects or deciding on the best approach to solving a problem. It is just one of the things that makes Amazon peculiar.
This document outlines the core values and principles of Sage Credo, which focuses on sustainability through innovation in used technology. It emphasizes focusing on stakeholders in order of importance: the planet, customers, colleagues, communities, suppliers, and shareholders. It values diversity, creativity, accountability, mastery, execution, transparency, respect, communication, judgment, integrity, and serving the greater good over self-interest. It stresses continuous growth, adaptability, openness, positivity, and ensuring work and life are both enjoyable and fulfilling for employees.
3CTT is a leading management consulting firm for SMEs based in Singapore and Shanghai. Founded in 2012 by Quek Joo Chay, 3CTT helps clients produce sustained success through a strategy-driven approach. They develop customized solutions and strategies to increase profitability and efficiency for clients. 3CTT prides itself on its flexible and agile approach to meet evolving client needs through its portfolio of services.
Pazel Conroy consulting is a top management consulting firm based in East Africa. Our core business areas include: project Management, Monitoring and Evaluation (Result Based Management), Public sector management, and Local government and decentralization.
Implementations of Fused Deposition Modeling in real worldEmerging Tech
The presentation showcases the diverse real-world applications of Fused Deposition Modeling (FDM) across multiple industries:
1. **Manufacturing**: FDM is utilized in manufacturing for rapid prototyping, creating custom tools and fixtures, and producing functional end-use parts. Companies leverage its cost-effectiveness and flexibility to streamline production processes.
2. **Medical**: In the medical field, FDM is used to create patient-specific anatomical models, surgical guides, and prosthetics. Its ability to produce precise and biocompatible parts supports advancements in personalized healthcare solutions.
3. **Education**: FDM plays a crucial role in education by enabling students to learn about design and engineering through hands-on 3D printing projects. It promotes innovation and practical skill development in STEM disciplines.
4. **Science**: Researchers use FDM to prototype equipment for scientific experiments, build custom laboratory tools, and create models for visualization and testing purposes. It facilitates rapid iteration and customization in scientific endeavors.
5. **Automotive**: Automotive manufacturers employ FDM for prototyping vehicle components, tooling for assembly lines, and customized parts. It speeds up the design validation process and enhances efficiency in automotive engineering.
6. **Consumer Electronics**: FDM is utilized in consumer electronics for designing and prototyping product enclosures, casings, and internal components. It enables rapid iteration and customization to meet evolving consumer demands.
7. **Robotics**: Robotics engineers leverage FDM to prototype robot parts, create lightweight and durable components, and customize robot designs for specific applications. It supports innovation and optimization in robotic systems.
8. **Aerospace**: In aerospace, FDM is used to manufacture lightweight parts, complex geometries, and prototypes of aircraft components. It contributes to cost reduction, faster production cycles, and weight savings in aerospace engineering.
9. **Architecture**: Architects utilize FDM for creating detailed architectural models, prototypes of building components, and intricate designs. It aids in visualizing concepts, testing structural integrity, and communicating design ideas effectively.
Each industry example demonstrates how FDM enhances innovation, accelerates product development, and addresses specific challenges through advanced manufacturing capabilities.
AI_dev Europe 2024 - From OpenAI to Opensource AIRaphaël Semeteys
Navigating Between Commercial Ownership and Collaborative Openness
This presentation explores the evolution of generative AI, highlighting the trajectories of various models such as GPT-4, and examining the dynamics between commercial interests and the ethics of open collaboration. We offer an in-depth analysis of the levels of openness of different language models, assessing various components and aspects, and exploring how the (de)centralization of computing power and technology could shape the future of AI research and development. Additionally, we explore concrete examples like LLaMA and its descendants, as well as other open and collaborative projects, which illustrate the diversity and creativity in the field, while navigating the complex waters of intellectual property and licensing.
In this follow-up session on knowledge and prompt engineering, we will explore structured prompting, chain of thought prompting, iterative prompting, prompt optimization, emotional language prompts, and the inclusion of user signals and industry-specific data to enhance LLM performance.
Join EIS Founder & CEO Seth Earley and special guest Nick Usborne, Copywriter, Trainer, and Speaker, as they delve into these methodologies to improve AI-driven knowledge processes for employees and customers alike.
UiPath Community Day Kraków: Devs4Devs ConferenceUiPathCommunity
We are honored to launch and host this event for our UiPath Polish Community, with the help of our partners - Proservartner!
We certainly hope we have managed to spike your interest in the subjects to be presented and the incredible networking opportunities at hand, too!
Check out our proposed agenda below 👇👇
08:30 ☕ Welcome coffee (30')
09:00 Opening note/ Intro to UiPath Community (10')
Cristina Vidu, Global Manager, Marketing Community @UiPath
Dawid Kot, Digital Transformation Lead @Proservartner
09:10 Cloud migration - Proservartner & DOVISTA case study (30')
Marcin Drozdowski, Automation CoE Manager @DOVISTA
Pawel Kamiński, RPA developer @DOVISTA
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
09:40 From bottlenecks to breakthroughs: Citizen Development in action (25')
Pawel Poplawski, Director, Improvement and Automation @McCormick & Company
Michał Cieślak, Senior Manager, Automation Programs @McCormick & Company
10:05 Next-level bots: API integration in UiPath Studio (30')
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
10:35 ☕ Coffee Break (15')
10:50 Document Understanding with my RPA Companion (45')
Ewa Gruszka, Enterprise Sales Specialist, AI & ML @UiPath
11:35 Power up your Robots: GenAI and GPT in REFramework (45')
Krzysztof Karaszewski, Global RPA Product Manager
12:20 🍕 Lunch Break (1hr)
13:20 From Concept to Quality: UiPath Test Suite for AI-powered Knowledge Bots (30')
Kamil Miśko, UiPath MVP, Senior RPA Developer @Zurich Insurance
13:50 Communications Mining - focus on AI capabilities (30')
Thomasz Wierzbicki, Business Analyst @Office Samurai
14:20 Polish MVP panel: Insights on MVP award achievements and career profiling
GDG Cloud Southlake #34: Neatsun Ziv: Automating AppsecJames Anderson
The lecture titled "Automating AppSec" delves into the critical challenges associated with manual application security (AppSec) processes and outlines strategic approaches for incorporating automation to enhance efficiency, accuracy, and scalability. The lecture is structured to highlight the inherent difficulties in traditional AppSec practices, emphasizing the labor-intensive triage of issues, the complexity of identifying responsible owners for security flaws, and the challenges of implementing security checks within CI/CD pipelines. Furthermore, it provides actionable insights on automating these processes to not only mitigate these pains but also to enable a more proactive and scalable security posture within development cycles.
The Pains of Manual AppSec:
This section will explore the time-consuming and error-prone nature of manually triaging security issues, including the difficulty of prioritizing vulnerabilities based on their actual risk to the organization. It will also discuss the challenges in determining ownership for remediation tasks, a process often complicated by cross-functional teams and microservices architectures. Additionally, the inefficiencies of manual checks within CI/CD gates will be examined, highlighting how they can delay deployments and introduce security risks.
Automating CI/CD Gates:
Here, the focus shifts to the automation of security within the CI/CD pipelines. The lecture will cover methods to seamlessly integrate security tools that automatically scan for vulnerabilities as part of the build process, thereby ensuring that security is a core component of the development lifecycle. Strategies for configuring automated gates that can block or flag builds based on the severity of detected issues will be discussed, ensuring that only secure code progresses through the pipeline.
Triaging Issues with Automation:
This segment addresses how automation can be leveraged to intelligently triage and prioritize security issues. It will cover technologies and methodologies for automatically assessing the context and potential impact of vulnerabilities, facilitating quicker and more accurate decision-making. The use of automated alerting and reporting mechanisms to ensure the right stakeholders are informed in a timely manner will also be discussed.
Identifying Ownership Automatically:
Automating the process of identifying who owns the responsibility for fixing specific security issues is critical for efficient remediation. This part of the lecture will explore tools and practices for mapping vulnerabilities to code owners, leveraging version control and project management tools.
Three Tips to Scale the Shift Left Program:
Finally, the lecture will offer three practical tips for organizations looking to scale their Shift Left security programs. These will include recommendations on fostering a security culture within development teams, employing DevSecOps principles to integrate security throughout the development
Details of description part II: Describing images in practice - Tech Forum 2024BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and transcript: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
AC Atlassian Coimbatore Session Slides( 22/06/2024)apoorva2579
This is the combined Sessions of ACE Atlassian Coimbatore event happened on 22nd June 2024
The session order is as follows:
1.AI and future of help desk by Rajesh Shanmugam
2. Harnessing the power of GenAI for your business by Siddharth
3. Fallacies of GenAI by Raju Kandaswamy
Fluttercon 2024: Showing that you care about security - OpenSSF Scorecards fo...Chris Swan
Have you noticed the OpenSSF Scorecard badges on the official Dart and Flutter repos? It's Google's way of showing that they care about security. Practices such as pinning dependencies, branch protection, required reviews, continuous integration tests etc. are measured to provide a score and accompanying badge.
You can do the same for your projects, and this presentation will show you how, with an emphasis on the unique challenges that come up when working with Dart and Flutter.
The session will provide a walkthrough of the steps involved in securing a first repository, and then what it takes to repeat that process across an organization with multiple repos. It will also look at the ongoing maintenance involved once scorecards have been implemented, and how aspects of that maintenance can be better automated to minimize toil.
Interaction Latency: Square's User-Centric Mobile Performance MetricScyllaDB
Mobile performance metrics often take inspiration from the backend world and measure resource usage (CPU usage, memory usage, etc) and workload durations (how long a piece of code takes to run).
However, mobile apps are used by humans and the app performance directly impacts their experience, so we should primarily track user-centric mobile performance metrics. Following the lead of tech giants, the mobile industry at large is now adopting the tracking of app launch time and smoothness (jank during motion).
At Square, our customers spend most of their time in the app long after it's launched, and they don't scroll much, so app launch time and smoothness aren't critical metrics. What should we track instead?
This talk will introduce you to Interaction Latency, a user-centric mobile performance metric inspired from the Web Vital metric Interaction to Next Paint"" (web.dev/inp). We'll go over why apps need to track this, how to properly implement its tracking (it's tricky!), how to aggregate this metric and what thresholds you should target.
Blockchain and Cyber Defense Strategies in new genre timesanupriti
Explore robust defense strategies at the intersection of blockchain technology and cybersecurity. This presentation delves into proactive measures and innovative approaches to safeguarding blockchain networks against evolving cyber threats. Discover how secure blockchain implementations can enhance resilience, protect data integrity, and ensure trust in digital transactions. Gain insights into cutting-edge security protocols and best practices essential for mitigating risks in the blockchain ecosystem.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
The Rise of Supernetwork Data Intensive ComputingLarry Smarr
Invited Remote Lecture to SC21
The International Conference for High Performance Computing, Networking, Storage, and Analysis
St. Louis, Missouri
November 18, 2021
Scaling Connections in PostgreSQL Postgres Bangalore(PGBLR) Meetup-2 - MydbopsMydbops
This presentation, delivered at the Postgres Bangalore (PGBLR) Meetup-2 on June 29th, 2024, dives deep into connection pooling for PostgreSQL databases. Aakash M, a PostgreSQL Tech Lead at Mydbops, explores the challenges of managing numerous connections and explains how connection pooling optimizes performance and resource utilization.
Key Takeaways:
* Understand why connection pooling is essential for high-traffic applications
* Explore various connection poolers available for PostgreSQL, including pgbouncer
* Learn the configuration options and functionalities of pgbouncer
* Discover best practices for monitoring and troubleshooting connection pooling setups
* Gain insights into real-world use cases and considerations for production environments
This presentation is ideal for:
* Database administrators (DBAs)
* Developers working with PostgreSQL
* DevOps engineers
* Anyone interested in optimizing PostgreSQL performance
Contact info@mydbops.com for PostgreSQL Managed, Consulting and Remote DBA Services
3. Real Values
“Respect, Integrity, Communication and Excellence” - was written boldly
outside the offices of Enron, which went bankrupt from fraud and whose
leaders went to jail.
On the other hand, Google’s “Don’t be Evil” guided it for almost 20 years
to do what no other company did - be driven by values more than profits.
Real values are those that are actually followed and enshrined in everyday
actions that every employee takes. It is incentivised in every decision that
the company makes.
4. What Are Our Values?
Be like water. Like water, we will hold our
opinions strongly and yet be fluid enough
to change when needed. Like water, our
creativity cannot be contained easily, but it
will change the world! Like water which is a
part of everything that we see around us,
we will strive to be the building blocks of
commerce globally.
Be like a satellite. Like a satellite we
will see the big picture and focus on
the details at the same time.
Be like a duck Like a duck we will
respect our surroundings, be calm
under pressure and always work hard
under the surface. Let your passion
always shine!
5. What Do These Values Mean?
Water:
● Be the change you want to see in the world, one drop at a time
● Be innovative and creative
● Be empathetic towards all people
● Be transparent and open in your dealings with everyone
Satellite:
● Have a vision for the future and always try to see the big picture
● Focus on every user and be fanatic about every detail
Duck:
● Be calm under pressure
● Work hard and get more done
6. What defines Eunimart?
Tagline:
Powering Global Commerce
Vision Statement:
To unlock global prosperity and opportunity by empowering every
business.
Mission Statement:
We unleash the full potential of global commerce by providing a one stop
solution for businesses looking to sell anywhere across the globe.
7. What defines Eunimart?
Value Proposition:
Eunimart is simplifying connectivity, leveraging intelligence and building
the most frictionless ecosystem to help retail businesses double revenues
on average and save approximately one third of their costs.
Positioning Statement:
Eunimart is a true ecosystem enabler, allowing brands to use our platform
in a modular manner, plug in existing solutions and use our artificial
intelligence to scale their business rapidly and double revenues on average
and save approximately one third costs with minimum effort enabling
merchants with Shopify or Amazon stores to succeed on global,
omnichannel retail, unlike Channeladvisor and Zentail which are
multichannel aggregators that cannot easily integrate with existing
solutions, have no marketing or Artificial Intelligence solutions to help scale
revenues.
8. What defines Eunimart?
Short Bio:
Eunimart helps brands double revenues on average and save
approximately one third of their costs through an integrated platform to
help them to sell on multiple channels of sales globally, enabling global
logistics & supply chain networks and providing a growth oriented
marketing automation platform.
9. What Do We Reward?
Like most great companies, we encourage employees to:
● Be independent in thoughts and actions
● Remove bias across gender, religion, race, politics and anything else
that seeks to divide us
● Be driven by performance and effort. Only one without the other is a
recipe for failure
● Be creative and process oriented. Success is a mix of creative thinking
coupled with disciplined process orientation
● Be persistent. Those that give up rarely succeed. Don’t be afraid to
make mistakes.
10. What Do We Discourage?
As a company, we discourage all actions and decisions as below:
● Taking any decision not keeping the customer in mind
● Any and all sorts of office politics. There is nothing that harms a
company more than people that play politics
● Harmful communication or backbiting, motivated by any sort of bias or
harassment of any nature. Only give feedback to people to their face
● Any unethical steps taken to achieve their end goals, such as lying,
cheating, bribery etc
● Thinking against collective good for their own advantage alone. We do
not tolerate brilliant jerks as we believe in team play alone
12. Hiring
Hire slow and only hire people who fit our culture and values. This means
that even in times when we need to hire desperately, we will ensure that
we do not hire someone purely for the sake of skill-set. While it is
important to have the right skills for the job, it our fundamental belief that
the right skills can be learnt. However, people who do not believe in the
mission or the culture, can and will prevent the company from being fully
dedicated to serving our customers.
When hiring, we look for people who value process orientation, ethics,
hold themselves to a higher standard of excellence, have independence of
thought and do not show signs of bias in any form.
13. Salary, Promotion & Increments
We will strive to pay at the top 5-10 percentile in the market, and select
only the very best candidates. This means:
● If you get a better offer, come to us first. We will try and match it to the
extent it is feasible and there are available positions
● Promotions and increments are not guaranteed, rather a function of
perseverance and results. Getting the best projects to work on is also
dependent upon you proving that you have worked towards it.
This means that from time to time we will say goodbye to some very
valuable employees. We believe that it is for the best for both the
employee and the company.
14. Leadership
Leaders are people managers who lead by example. At Eunimart, we value
leaders who lead from the front.
● A leader does not show bias or favouritism
● A leader who leads by example is always going to be better than one
who does not
● It is a leader’s job to inspire and motivate employees to find their best
possible version of themselves
● Good leaders lead through vision rather than punishment
● Good leaders are good listeners and good communicators. Clarity of
communication and vision is what we look for in leaders
● It is the job of Managers to provide context and not control decisions
15. Experimentation, Innovation & Deadlines
What we look for in our colleagues is focus on quality, a passion for
innovation and dedication towards details. However, this does not come at
the cost of deadlines or targets. This means:
● We research and plan well in the first place
● We do our best to keep things within deadlines and/or stick to our
targets
However, failure is an option. There will be no judgement against those
that have tried and failed. It is human to fail and we appreciate those who
innovate and experiment and we know that things won't always go
according to plan.
16. Communication
What we look for in our colleagues is focus on quality, a passion for
innovation and dedication towards details. However, this does not come at
the cost of deadlines or targets. This means:
● We research and plan well in the first place
● We do our best to keep things within deadlines and/or stick to our
targets
However, failure is an option. There will be no judgement against those
that have tried and failed. It is human to fail and we appreciate those who
innovate and experiment and we know that things won't always go
according to plan.
17. Meetings
We spend at least 20% of our time in meetings. It is important to set some
ground rules to make meetings effective.
● Avoid ad hoc meetings as far as possible. Schedule meetings in
advance and provide all attendees with detailed information and
agenda
● Set a triage rule in every meeting. First 5 minutes to be dedicated to
deciding what are the most important points to be discussed
● There should be regular cadence of meetings. Management meetings
should be weekly check-ins, monthly reports and quarterly OKR
reviews. Team meetings should be daily stand-in meetings, bi-weekly
retrospective.
● Only speak about a topic in a meeting if everyone present is relevant.
Else, value people’s time and let them leave.
● Each agenda item should have a preset time to discuss in order to
avoid long discussions without getting to a result
18. Empowered Employees
We like to empower our employees to take their own decisions. This
means:
● We value people who think differently, plan ahead and come up with
solutions
● We like to focus on what to do rather than how to do things, whenever
possible. This is called output control rather than input control
● Employees who are well informed should take their own decisions as
far as is feasible
People who, irrespective of their experience or seniority or designation,
take initiative and go above and beyond their role, are celebrated and
appreciated at Eunimart.
19. Focus on Customers
We exist to serve our customers. It is the responsibility of every employee
to understand our customers and think about how their jobs will create
greater value for our customers. To this effect, it is important that:
● Every employee speaks to customers on a regular basis
● Every meeting and decision is viewed through the eyes of a customer
● Every product that we build, is done so after extensive customer
feedback
● Marketing, sales and operations teams have processes in place to
collect customer feedback so as to improve our products and services
20. Hierarchy of Decisions
This is the hierarchy of decisions we will make:
● Whatever is in the best interest of the customers will take highest
priority
● Whatever is in the best interest of Eunimart will take second priority
● Whatever is in the best interest of the collective team will take third
priority
● Individual’s best interest comes last
All teams and individuals with the sole exception of anything to do with
finance or expenses, will act in a highly aligned loosely coupled manner.
This means that everyone can take a decision, so long as they are
adequately informed and aligned with the ultimate goals.
21. Culture Champions
As has been proven through research, companies with the right culture
have a 67% higher probability of success compared to companies where
employees are not aligned with the vision and culture. In order to ensure
alignment of employees with the company culture and also that the
company culture is enshrined in every decision and action of individuals,
departments and business units, we will set up the process of culture
champions in the company.
● Employees who have demonstrated high alignment will be made
culture champions in every department and business unit
● Such employees will ensure that all employees know about our culture
and every individual and business decision is in keeping with our
culture.
22. Conclusions
This document is intended to lay down the direction and the overall culture
by which we believe Eunimart will best shape its future while serving its
customers to its fullest. This is by no means a comprehensive document
laying out every nuance and possibility. Ensuring that a company stays
true to its culture and values is an ongoing process and a very rewarding
one.
It will be the responsibility of the management team and the culture
champions to ensure that follow up decisions and policies follow the spirit
of this document.