Innovation Manifesto
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Innovation Manifesto

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We used this manifesto as an organizational operating system, a new realm of possibility for innovation and competitive advantage. A novel aspect of it is that, unlike other documents of its kind (US ...

We used this manifesto as an organizational operating system, a new realm of possibility for innovation and competitive advantage. A novel aspect of it is that, unlike other documents of its kind (US constitution, the Communist Manifesto, or the agile manifesto), it has an expiration date. The members are due retrospect on its effectiveness every three months, and re-write it as they see it fit. Thus the organization itself, and not just the product, is constructed to best address market needs--on an ongoing basis. The Innovation Manifesto relies on agile/scrum, and comprises the entire "product-to-market fit" organization: software developers, product owners, product strategy, scrum masters, product support, HR, Finance, among others.

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Innovation Manifesto Innovation Manifesto Document Transcript

  • INNOVATION MANIFESTO: Organizational Operating System Effective: immediately Published: Friday January 17 Sprint:quarterly (June 1) TBD: to resolve ASAP PREAMBLE Our purpose is to bring intelligence to advertising We achieve sustainable competitive advantage Every one is empowered to make it so: individuals, teams, departments, subsidiaries, company We are accountable for maximizing value release We maximize value release by periodic retrospection Financial compensation is a strong function of the removal of impediments We hold FAILURE TO PERFORM to be the gateway to SUCCESS. Reference implementation: “We Retrospect, Therefore We Innovate” http://pablohearsay.quora.com/We-RetrospectTherefore-We-Innovate We act transparently ARTICLE I: Accountability Section 1: One Organization The software organization consists of everyone contributing to product-to-market fit, whereby teams operate autonomously, enabling Exponential to build a sustainable and profitable business. o Go to market team:  Product Strategy—accountable for delivering milestonesto market that satisfy customers, aligning sprint goals accordingly. Metric:Retaining customers while growing their spend  Scrum Team: Product Owner: accountable for building the right software. Metric:milestonesand sprints goals. Product Director mentors product owners.
  • Developer: accountablebuilding the software right. Metric:quality, sprint goals, production support. Fellows are accountable for mentoring developerssuch that every team’s software skill exceeds the technical problem it’s accountable to solve. Scrum Master: accountable for building things fast, via a maturing of our scrum implementation.Metric:sprint goal.Agile coach is accountable for mentoring scrum masters.  Product Operations: accountable for business communication, product support,and reporting. Metric:Total Value of epics (relative), anticipated vs. released o HR: accountable for any employee inquiry excluding the above areas. Metric:Rate of unwanted attrition o Talent acquisition: accountable for sourcing new employees. Metric:Hiring rate o Shared responsibilities: Recruiting, Promotions o Innovation: strategic management of all above, including changes in organization,budget. Approves job openings and promotions. Members: <Names>; led by Pablo Rodriguez Bertorello; guided by HR/Finance.Metrics:every metric mentioned above. Section 2: Agile Framework We fulfill our vision via agile implementation of scrum Every one is always present to our product direction (6 month stability), and all our key execution metrics Throughout ongoing tradeoff of scope/timeline, we uphold quality as non-negotiable We focus towards concrete outcomes in every time increment: sprint goals The biggest impediment(s) are identified for removal: quarterly goals. The biggest Q1 impediment for the software organization: sub-par quality experienced by our users ARTICLE II: Mastery
  • Section 1: Definition of Success We seek mastery, and define SUCCESS as the timely performance to one’s role accountability Success--and failures to perform--will be recorded only when attributable to the individual/team in question (externalities won’t count). Section 2: Compensation Every function above will have grade levels: title with compensation bands. It is our commitment to pay 100% of market rate for each specific individual. Team members will have no bonus target (e.g. old bonus pool now built into distributed base) Grade level promotions will be issued on the basis of agile standardsspecific to each role (TBD: i.e. architects scalable systems in manner consistent with senior agilist). Each team member will be matched to a grade level they are performing at, biased by the removal of our main impediment(s). The merit title-compensation promotion committee will consist of the Innovation Team. HR will facilitate the conversations. Promotions will be evaluated quarterly, for the most successful teams. There will be a budgeted quota of quarterly promotions. The teams will also self-evaluate: objectively (i.e. maturity indicators such as Nokia test) and subjectively (retrospect to improve in the coming year). Self-evaluation will have no bearing on pay raises. Only whereappropriate, evaluations will be posted in Workday. No 360/standard process (a tool other than workday may be more suitable). Section 3: Management of Performance Belonging to a function is a privilege, not a right or circumstance. Every one is free to apply for a new position or role within the software team Everyone is invited to participate in the Management &Leadership Program. It is required for Scrum Masters, role changes, and to take on functional leadership roles FAILURE TO PERFORM is having the same failure modethree increments in a row: o Strategy: three milestones that do not fit market, or three sprints with goals misaligned to milestone promises
  • o Product Owners: three sprints with failed sprint goals/milestones. o Developers: three sprints with production critical issues/missed sprint goals. o Scrum Master: three sprints with missed sprint goals o … Upon failure to perform, the respective team must re-deploy one team member for one increment of time If the success metric does not work, then we replace the metric.