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Collaborate.
            Innovate.
Accelerate.
Creating successful software requires a new model of development and a new kind of development team
In recent decades, software development      thinking that we can build software the      years. There was steady availability of
has gone through an “industrialization”      same way we build cars.                      skilled technical manpower, low prices
process. Just like the introduction of the                                                and English fluency. Not surprisingly, a
assembly line and other mass production      The idea behind the “software factory”       great amount of repetitive process work
techniques transformed manufacturing         as originally defined was that process       and programming jobs migrated from
in the first half of the 20th century, the   dominates, and that people were              companies with developed economies
introduction of software engineering         somewhat dispensable. Once we had the        to India.
practices and increasingly sophisticated     right process and methodology, anyone
tools has transformed the way we build       with appropriate training could do the       By its very nature, the “factory” approach doesn’t
software. The “software factory” has         job. This mentality permeated the IT
become a common term, as has the             services industry in India for the past 20   allow you the creative collaboration that’s essential
                                                                                          to building innovative products.

                                                                                          That model no longer works as it once
                                                                                          did. The archaic model of outsourcing
                                                                                          based on cost arbitrage and the
                                                                                          interaction based on heavy specifications
                                                                                          and processes crushed the motivation of
                                                                                          IT professionals, along with their ability
                                                                                          to innovate and uniquely solve problems.
                                                                                          This becomes a bigger problem when
                                                                                          one considers that problem-solving
                                                                                          through innovation is ultimately the
                                                                                          greatest benefit technology can offer.

                                                                                          Meanwhile, just a few decades after its
                                                                                          birth, software is transforming every



Collaborate. Innovate. Accelerate.                                                                                                           Page 1
industry, quickly and often disruptively,          mentality.”¹ Certain unique attributes
creating new possibilities and a new
competitive environment in each sector.
                                                   define that kind of partner:                     Principles of Lean Development Add Value
What is happening in the entertainment,            TALENT.                                          1. Eliminate Waste                         cycle at
mobile, gaming and retail industries is            Although you might not have the                  Don’t write unnecessary code or            the start of
just a taste of the transformation that            opportunity to examine the abilities of an       functions or add useless bureaucracy;      every project,
lies ahead.                                        IT provider’s junior staff, you can often        employ the “retrospective” period to       whether it’s
                                                   judge by the talent of the team leaders.         identify waste and figure out how to       developing a
This transformation, and the growing               As John Halamka M.D., CIO of Harvard             avoid it. Planning is necessary and a      new design or
investment across industries, is putting           Medical School, says: “My experience is          good practice, but trying to anticipate    defining a repetitive
more pressure on the ecosystem of                  that “A” players hire “A” players and            details and decisions far ahead of the     work process.
service providers to be agile and                  “B” players hire “C” players. This means         real need may give a false feeling of
innovative experts. This introduces                that highly competent people surround            certainty to things that will change for   4. Deliver Fast, and Iterate
opportunities for new players and                  themselves with skilled people because           sure – transforming the plan and the       Don’t let things get bogged down. An
different models of value creation                 they do not feel intimidated by having           decisions into pure waste.                 agile team picks up the slack to fill in
through technology. A completely new               subordinates or colleagues who are                                                          when someone else is stuck on a
era is emerging ahead and new rules are            smarter, more talented, or more                  2. Build-in Quality                        function or process. Break a project in
about to transform our whole industry              successful.”                                     Don’t count on finding bugs later: Avoid   many small iterations – do not try to
again. The “software factory” is no                                                                 introducing them in the first place.       anticipate everything: deliver quickly,
longer good enough.                                An organization that can provide true            Incorporate test-driven development, use   learn with the user’s response, then
                                                   “partner players” is able to do so               constant feedback.                         incorporate the feedback immediately.
By its very nature, the “factory”                  because it knows how to keep the most
approach doesn’t allow you the creative            talented people working there. Managers          3. Stress Continuous                       5. Optimize the
collaboration that’s essential to building         understand what motivates top talent. It         Improvement                                Whole Value Stream
innovative products. That kind of                  doesn’t just recruit “A” players; it retains     Implement the PDCA Cycle: Plan > Do >      Enlist a multi-disciplined, multi-talented
outcome requires a high-performance                “A” players. “A” players want to keep            Check > Act. It’s a cycle – a circular,    team — also known as a high-
team that exhibits what Forrester                  working there because they’re                    never-ending process, meant to be          performance team.
Research, Inc. calls a “partner player             challenged, they’re motivated, they’re           repeated over and over. Implement the
1 “Case Study: Ci&T – High Performance, Brazilian Style,” Forrester Research, Inc., March 7, 2011




Collaborate. Innovate. Accelerate.                                                                                                                                                 Page 2
given opportunities to improve, and         This is learned through trial and error,     the desire to practice and perfect a task.
they’re allowed to explore things they’re   through iteration after iteration, through   This is achieved by starting early and
interested in. The camaraderie of other     practice.                                    learning quickly. A great example that
dedicated professionals is also a                                                        Gladwell cites is The Beatles playing in
cherished perk for talented individuals.    In his book Outliers, Malcolm Gladwell       Hamburg clubs nearly every night for
                                            discusses the 10,000-Hour Rule, the          four years before ever releasing an
COMMITMENT TO MASTERY.                      idea that being successful and               album. Devotion to their craft was a key
Like a master carpenter, a high-            exceptional at something requires            element in their success.
performance developer has learned what      practicing a task for at least that number
works and what won’t, what tools to use,    of hours. But beyond just reaching that      “High-performance groups emerge when people
and where efficiencies can be gained.       magic number, it is having the passion,
                                                                                         have the courage to make commitments to co-create
                                                                                         a new and different future,” —Steve Denning

                                                                                         It’s the same with software. Mastery is
                                                                                         fostered in an environment where
                                                                                         developers have had the opportunity to
                                                                                         practice and experiment, where they’re
                                                                                         questioned and challenged and
                                                                                         encouraged to look for their mistakes. A
                                                                                         team that embraces Lean methodologies
                                                                                         is likely to have attained this level of
                                                                                         competency because of Lean’s use of
                                                                                         constant feedback and emphasis on
                                                                                         continuous improvement.

                                                                                         Software developers thrive in a culture
                                                                                         where they are not coddled but are


Collaborate. Innovate. Accelerate.                                                                                                    Page 3
pushed to continually advance their        emerge when people have the courage to
skills, where they’re expected to think
and analyze. In an atmosphere where
                                           make commitments to co-create a new
                                           and different future,” Denning says.
                                                                                        Where Would the World Be Without
everyone rejects “good enough,” where                                                   High-Performance Teamwork?
everyone takes pride in what they can      ATTITUDE.
do, developers are driven toward           A high-performance team member is            High-performing teams have played an      organization: “The level of trust (truth,
excellence.                                proactive and collaborative; willing to do   integral role in the history and          respect, understanding, support, and
                                           whatever it takes for the group to           development of the human race.            accountability) and shared vision (the
AUTONOMY.                                  succeed. He or she is always thinking        Prehistoric tribes structured hunting     goal to advance science) the members
A talented, trusted team needs the         about a better way to do the work, to be     parties according to the skills and       of the Society achieved places them in
autonomy, the freedom, to make             more effective, to trim time from the        talents of the group; the smallest and    my high-performance team hall of
decisions. Ownership of solutions cannot   schedule, and to generously assist           weakest helped to lure or flush-out       fame,” says Donald J. Bodwell, who
be limited to an individual or the few     colleagues whenever necessary. He or         game, while the strongest wielded the     writes about team concepts and
people at the top of the hierarchy. “A     she also loves the work. This results not    clubs and spears. The pyramids of Egypt   coaching for PT Consulting Partners,
group becomes fully engaged when every     just in happy employees but happy            and Central America were the result of    in Dallas.
member becomes an owner with a sense                     clients.                       high-performance teamwork. The 300
of shared responsibility and                                                            Spartans were able to hold off the        More modern examples would include
accountability for the                                                                  million-strong Persian army by adroitly   Ernest Shackleton’s South Pole team,
accomplishment of the mission of                                                        applying the planning, communication,     the Amazon explorations of Brazil’s
the group,” says Steve Denning,                                                         and rapid-response techniques of high-    Cândido Rondon, the Manhattan
author of The Leader’s Guide to                                                         performing teams.                         Project, and the NASA crew that
Radical Management: Re-                                                                                                           averted disaster during the Apollo 13
inventing the Workplace for                                                             Perhaps one of history’s greatest         mission to the Moon.
the 21st Century and                                                                    examples is the original Royal Society
former director of                                                                      of London, which in the 1660s             “So long as human beings remain the
knowledge management at                                                                 included such “teammates” as Isaac        essential element of commerce, high-
the World Bank.                                                                         Newton and Gottfried Liebniz — and        performance teams will represent man’s
                                                                                        perfectly exemplifies some of the         best hope for developing accurate, swift,
“High-performance groups                                                                characteristics of such an                and agile organizations,” Bodwell says.




Collaborate. Innovate. Accelerate.                                                                                                                                   Page 4
“Members of high-performance groups          companies. Finding one that embodies       to learn new things. A partner guided by
are not only more productive: they also      an affirmative, take-action spirit is a    the principles of Lean IT is focused on
report on finding the work deeply            strong predictor of a collaborative        adding value for the client. For example,
satisfying and meaningful,” Denning          experience.                                one of the first rules of Lean is to
says.                                                                                   eliminate waste. As early proponent of
                                             LEAN AND INNOVATIVE
One recent study found that fewer than
10% of people enjoy their job. While
                                             FRAME OF MIND.
                                             A Lean-thinking teammate exhibits a
                                                                                        “So long as human beings remain the essential
that might be an overstatement, there is     problem-solving mentality, a tendency to   element of commerce, high-performance teams will
no doubt that finding a team with an         bring up problems rather than sweep
attitude of positivity is not easy in many   them under the desk, and a natural drive   represent man’s best hope for developing accurate,
                                                                                        swift, and agile organizations.”— Donald J. Bodwell

                                                                                        Lean IT Mary Poppendieck points out,
                                                                                        waste can include things like
                                                                                        unnecessary code or functions, or
                                                                                        bureaucracy, or defects — all things that
                                                                                        can delay a project and affect the
                                                                                        customer.

                                                                                        One of the most important benefits of Lean
                                                                                        thinking is a tendency to yield innovative
                                                                                        processes, products, and services.

                                                                                        “Lean brings structure and predictability
                                                                                        to innovation, and sharpens the
                                                                                        distinction between idea generation and



Collaborate. Innovate. Accelerate.                                                                                                       Page 5
the development process,” according to a
report from the Wharton School of
Business. “Both share a common goal: to
                                             14 Principles for a High-Performance Team
meet customer needs in a cost-effective
manner. And Lean can help empower                                                                                                    8.  To nurture a culture of tireless
                                                                                                                                         identification and elimination of
                                                                                                                                     waste.
researchers and reduce uncertainty in the
innovation process itself.”
                                                                                                                                     9.  To face the brutal facts bravely and
                                                                                                                                         bring problems to the surface.
Wharton professor Kartik Hosanagar cites
Pixar as a company that has “combined                                                                                                10.    To apply adaptive planning in
                                                                                                                                            order to see the whole and to
                                                                                                                                     respond to changes promptly.
Lean and innovation to good effect.”
Pixar has created “a set of processes that   Ci&T has developed a canon of cultural     People
emphasizes team-based collaboration          principles that have helped the company                                                 Power to the edge
and continuous feedback loops to help
overcome creative blocks and track
                                             hire and motivate talented, engaged
                                             team players.
                                                                                        4.   To respect people by believing they
                                                                                             can develop themselves to the full
                                                                                        extent of their potential.                   11.     To make decisions the closest
                                                                                                                                             possible to the edge of the
deliverables, but without the stress that                                                                                            execution.
could go with a regime of control,” he       Purpose                                    5.   To develop leaders who deeply
                                                                                             understand the work and who are
                                                                                                                                     12.     To organize high-performance
                                                                                                                                             teams distinguished by self-
says. One thing the filmmaking company
does is conduct daily meetings where         1.   To change the world by redefining
                                                  the value generated by information
                                             technology for clients and for society.
                                                                                        living examples of Ci&T’s culture and
                                                                                        values.                                      management, agility, innovation, and
                                                                                                                                     ability to execute.
team members discuss what is going well
— and not so well.
                                             2.    To forge a new generation of
                                                   professionals stimulated by the
                                                                                        6.   To develop long-lasting relationships
                                                                                             with clients and partners, based on
                                                                                        common values and value generation.          13.     To learn and adapt quickly to
                                                                                                                                             increase the capacity to overcome
“In a creative world you often hit           sense of challenge and provided with the                                                challenges.
roadblocks, and team-based collaboration
is critical,” Hosanagar says. “People
                                             ability to innovate and execute.

                                             3.    To perform a leading role in the
                                                                                        Process
                                                                                                                                     14.     To nurture a problem-solving
                                                                                                                                             culture based on data analysis,
might discuss work that is clearly in an
incomplete stage; they don’t have to feel
                                                   knowledge industry, inspiring
                                             entrepreneurship from even the most
                                                                                        7.   To rely on discipline and
                                                                                             standardization in the pursuit of
                                                                                        continual improvement and consistent
                                                                                                                                     facts confrontation, and a team-based
                                                                                                                                     approach to finding solutions.
embarrassed.” The point is to take the       remote part of the globe.                  results.
feedback, the knowledge sharing, and the



Collaborate. Innovate. Accelerate.                                                                                                                                      Page 6
lessons learned from other projects and       Nearshore, value-driven custom web and
keep things moving forward.                   mobile application development,                                                Trust Your Team,
VISION AND SHARED PURPOSE.
                                              software product engineering, business
                                              intelligence, and SAP services to clients
                                                                                                                             Like a Rock Climber
And finally, the characteristics of high-     around the world. Established in 1995,                                         “As a rock climber, I know that my life
performance teams that truly tie these        Ci&T has quickly matured from an                                               depends upon the skill and decision making
items all together: a sense of communal       outsourcing service provider to a “partner
goals and a greater, shared, purpose.         player” by adopting a creative culture
                                                                                                                             of my climbing partner. No matter how good
Accountability toward the mission is          based on the principles of high-                                               I am, a mistake by my partner could kill both
essential, along with a joyful willingness    performance teams (see sidebar).                                               of us. Every day I think about my teams and
to commit to that mission because when
there is also that greater purpose to work    In a March 2011 report by Forrester                                            ask if I would trust them to hold my rope. A
towards, a previously unimagined level of     Research, Inc. entitled “Case Study:                                           high-performing team requires a level of
potential is suddenly available.              Ci&T - High Performance, Brazilian
                                                                                                                             trust and confidence that fosters a joy of
                                              Style,” Forrester principal analyst Jeffrey
ENGAGEMENT,                                   Hammond wrote:                                                                 collective achievement rather than fear of
ENTREPRENEURIAL                                                                                                              individual failure.”
SPIRIT IN ACTION                              “How do you measure the level of
                                                                                                                             — John Halamka, M.D., CIO Harvard Medical School and
As software service providers have taken      employee engagement at a company? In                                           known as “the Geek Doctor”
on higher-value assignments, some have        our opinion, you can quickly sense the
developed the skills, drive, and dedication   difference when you walk into an
exhibited by high-performance teams.          organization or talk to its people.           interviewed people at Ci&T. The
One such software company is Ci&T.            Employees are focused and busy, but           developers and managers we interviewed
                                              they are also happy to be there; these        exude engagement...”
Headquartered in Brazil and with offices      environments exhibit a high level of
in the U.S., Europe, and Japan, and           collaboration and cheerful interaction        One Ci&T employee who perfectly
delivery centers in Brazil, Argentina and     between employees and managers. We            exemplifies the results of this kind of
China, Ci&T employs agile methodologies       saw all these signs of engagement on          workplace atmosphere is Marcio Cyrillo.
and Lean principles to provide                multiple occasions when we have               He began in the company’s testing



Collaborate. Innovate. Accelerate.                                                                                                                                          Page 7
department in 1999, but now is the head
of mobile strategy from his office in New
York City. The company awarded him a
                                             It Starts at The Top
“Star Talent” accolade for the things he
                                             A high-performance team is a reflection
accomplished during his time in New York.
                                             of a company’s leaders. Just as the team
                                             has certain attributes, so too do the
ACCELERATED DEVELOPMENT
                                             people guiding that team.
Another example of Ci&T’s agility and
responsiveness to customer needs is its
                                             “In every case that has been studied at
new service offering, called Accelerate.
                                             the Europe-based Centre for
The goal is to help small and large
                                             Organisational Research, teams that
companies, in a landscape of disruptive
                                             ‘click’ always have a leader who creates
technologies, turn their ideas into
                                             the environment and establishes the
products — quickly. Leonardo Mattiazzi,
                                             operating principles and values that are
vice president of International Business,
                                             conducive to high performance,” says
says Accelerate helps businesses “ideate,
                                             Phil Harkin, CEO of Linkage Inc., co-
create, and iterate.” Ci&T’s use of agile
                                             chair of the Global Institute for
methodologies, Lean principles, and a
                                             Leadership Development, and author of
fast feedback loop enables clients to
                                             several books on leadership coaching.        those goals.                                When the team runs into difficult
develop products “ahead of schedule and
                                             Harkin says these types of people exhibit                                                situations, as is inevitable, the high-
with minimal cash burn,” continues
                                             four key behaviors:                          • They use language “to build trust,        performance leader will help them focus
Mattiazzi.
                                                                                          encourage forward-thinking, and create      on the future and “move back to the
                                             • They define clear goals and a “vision of   energy within the team; Harkin calls        present” with reminders to “keep our eye
One of the first customers to benefit from
                                             the future in accordance with overall        these “powerful creations.”                 on the ball” and “remember our
the Accelerate offering was Carousl Labs,
                                             organizational aims (‘the big picture’).”                                                objectives.” They also aren’t afraid to
which was later acquired by NewBlue
Inc, the maker of the Vibop iPhone app.                                                   • They get the right people involved, the   “talk about things — even the hard
                                             • They develop blueprints to achieve         “passionate champions.”                     things.”
Co-Founder of Carousl Labs, Guto Araujo
has worked with Ci&T on several



Collaborate. Innovate. Accelerate.                                                                                                                                      Page 8
development projects with different        architecture choices for the product        That enthusiasm was exhibited by the
organizations and says:                    design and, ultimately, on its value        Ci&T staff’s eagerness to get the project
                                           proposition to end users. They              off the ground, and in the right direction,
“The Ci&T team partnered with us in        understood our business objectives, our     together with the startup founders.
shaping our product, an iPhone app and     customers, and product goals and were       Referring to the aforementioned Marcio
cloud service for group photo and video    always very collaborative, challenging us
sharing. As a startup, we came to them
with a product vision, strategy and
                                           and adding to our thinking. It was great
                                           to see that they shared our enthusiasm
                                                                                       They understood our business objectives, our
designs. They listened closely; we had     and passion for working on an innovative    customers, and product goals and were always very
many interesting and intense discussions   project, which had a very positive impact
about the impact of technology and         on the end product.”                        collaborative, challenging us and adding to our
                                                                                       thinking. —Guto Araujo

                                                                                       Cyrillo, Araujo recalls: “We had quality
                                                                                       discussions over e-mail, phone and
                                                                                       Skype discussing the product strategy
                                                                                       and best ways to deliver a differentiated
                                                                                       product and I did not get a bill for that
                                                                                       time. Instead, Marcio and Felipe Rubim,
                                                                                       Ci&T’s Chief Technology Architect, were
                                                                                       interested in having those planning
                                                                                       discussions to make sure we were going
                                                                                       in the right direction.”

                                                                                       IDEA GENERATOR
                                                                                       When Coca-Cola Brazil decided it needed
                                                                                       new and better mobile apps to reach



Collaborate. Innovate. Accelerate.                                                                                                    Page 9
teenage consumers, the beverage                to bring IT thinking to the idea-            variable code quality, and difficulty       very important for us to find a partner
company turned to Ci&T not just for            development process, and it made a huge      responding to scope changes or requests     who shared our lean startup principles,
development but for ideas. “All of the         difference.”                                 to refactor existing projects.”             and could respond quickly with minimum
mobile initiatives Coca-Cola had in Brazil                                                                                              overhead”
had been SMS, which is a reflection of         HIGH-PERFORMANCE                             Guto Araujo, Co-Founder of Carousl Labs,
the market, but at the end of last year        PARTNERSHIP                                  describes what he considers when looking    Araujo found that partner in the team at
Coca-Cola challenged us to come up with        Consider this advice from Forrester for      for a team: “As a technology startup, we    Ci&T. “We were happy to develop that
some ideas for mobile, with a tight            selecting a development team: “Take a        needed a development partner who would      kind of partnership with Ci&T. We shared
timeline and a restricted budget,” Paulo       good look at its culture and assess          listen and engage in an intelligent         that DNA and were able to move fast as a
Camara, head of mobile operations at           whether you see engaged developers or a      conversation to understand what we were     team to achieve our objectives.” Araujo
Ci&T in Campinas, Brazil, told Mobile          revolving door ‘death march.’ If it’s the    trying to do and add value to the product   says.
Marketer.                                      latter, be prepared for rising costs,        and technology discussions. It was also

One of the ideas Ci&T came back with
was a mobile game: Sprite City, for the         This E-Book is Sponsored by Ci&T                                 Brought To You By: Nearshore Americas
iPad (40,000 downloads in two months).
Even more popular is the Coke Drink
iPhone app which has achieved over
2,000,000 downloads making it Coca-             Ci&T (www.ciandt.com) provides value-driven, Nearshore web       About Nearshore Americas: Nearshore Americas is an
Cola’s most downloaded app.                     and mobile application services and software product             independent online news provider dedicated to expanding
                                                engineering. The company's high-performance teams employ         knowledge on the fast-growing global services/ BPO market in
“We use our own Web sites to let                agile methodologies and Lean principles to deliver innovative,   the world – Latin America. As one of the world’s leading
consumers know about [our mobile]               value-generating projects for companies of all sizes, by         resources on offshore outsourcing, Nearshore Americas is
initiatives, but using [paid] media to drive    leveraging the latest mobile, cloud and web technologies. A      committed to providing high quality information and data for
consumers to those apps is something            truly global company established in 1995, Ci&T is                business and IT leaders in the U.S. and around the World.
we’ll start investigating more going            headquartered in Campinas, Brazil, with strategic locations      Nearshore Americas - based in New York City - is published by
forward,” said Adriana Knackfuss, senior        across Latin America, North America, Europe and the Asia-        Next Coast Media. Visit Nearshore Americas to sign up for a free
manager of consumer connections at              Pacific region. For more information, visit www.ciandt.com.      newsletter, and get connected to the brand through Facebook,
Coca-Cola in Brazil. “Ci&T challenged us                                                                         Twitter, and LinkedIn.



Collaborate. Innovate. Accelerate.                                                                                                                                          Page 10

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Collaborate, Innovate and Accelerate with a New Software Development Model

  • 1. Collaborate. Innovate. Accelerate. Creating successful software requires a new model of development and a new kind of development team
  • 2. In recent decades, software development thinking that we can build software the years. There was steady availability of has gone through an “industrialization” same way we build cars. skilled technical manpower, low prices process. Just like the introduction of the and English fluency. Not surprisingly, a assembly line and other mass production The idea behind the “software factory” great amount of repetitive process work techniques transformed manufacturing as originally defined was that process and programming jobs migrated from in the first half of the 20th century, the dominates, and that people were companies with developed economies introduction of software engineering somewhat dispensable. Once we had the to India. practices and increasingly sophisticated right process and methodology, anyone tools has transformed the way we build with appropriate training could do the By its very nature, the “factory” approach doesn’t software. The “software factory” has job. This mentality permeated the IT become a common term, as has the services industry in India for the past 20 allow you the creative collaboration that’s essential to building innovative products. That model no longer works as it once did. The archaic model of outsourcing based on cost arbitrage and the interaction based on heavy specifications and processes crushed the motivation of IT professionals, along with their ability to innovate and uniquely solve problems. This becomes a bigger problem when one considers that problem-solving through innovation is ultimately the greatest benefit technology can offer. Meanwhile, just a few decades after its birth, software is transforming every Collaborate. Innovate. Accelerate. Page 1
  • 3. industry, quickly and often disruptively, mentality.”¹ Certain unique attributes creating new possibilities and a new competitive environment in each sector. define that kind of partner: Principles of Lean Development Add Value What is happening in the entertainment, TALENT. 1. Eliminate Waste cycle at mobile, gaming and retail industries is Although you might not have the Don’t write unnecessary code or the start of just a taste of the transformation that opportunity to examine the abilities of an functions or add useless bureaucracy; every project, lies ahead. IT provider’s junior staff, you can often employ the “retrospective” period to whether it’s judge by the talent of the team leaders. identify waste and figure out how to developing a This transformation, and the growing As John Halamka M.D., CIO of Harvard avoid it. Planning is necessary and a new design or investment across industries, is putting Medical School, says: “My experience is good practice, but trying to anticipate defining a repetitive more pressure on the ecosystem of that “A” players hire “A” players and details and decisions far ahead of the work process. service providers to be agile and “B” players hire “C” players. This means real need may give a false feeling of innovative experts. This introduces that highly competent people surround certainty to things that will change for 4. Deliver Fast, and Iterate opportunities for new players and themselves with skilled people because sure – transforming the plan and the Don’t let things get bogged down. An different models of value creation they do not feel intimidated by having decisions into pure waste. agile team picks up the slack to fill in through technology. A completely new subordinates or colleagues who are when someone else is stuck on a era is emerging ahead and new rules are smarter, more talented, or more 2. Build-in Quality function or process. Break a project in about to transform our whole industry successful.” Don’t count on finding bugs later: Avoid many small iterations – do not try to again. The “software factory” is no introducing them in the first place. anticipate everything: deliver quickly, longer good enough. An organization that can provide true Incorporate test-driven development, use learn with the user’s response, then “partner players” is able to do so constant feedback. incorporate the feedback immediately. By its very nature, the “factory” because it knows how to keep the most approach doesn’t allow you the creative talented people working there. Managers 3. Stress Continuous 5. Optimize the collaboration that’s essential to building understand what motivates top talent. It Improvement Whole Value Stream innovative products. That kind of doesn’t just recruit “A” players; it retains Implement the PDCA Cycle: Plan > Do > Enlist a multi-disciplined, multi-talented outcome requires a high-performance “A” players. “A” players want to keep Check > Act. It’s a cycle – a circular, team — also known as a high- team that exhibits what Forrester working there because they’re never-ending process, meant to be performance team. Research, Inc. calls a “partner player challenged, they’re motivated, they’re repeated over and over. Implement the 1 “Case Study: Ci&T – High Performance, Brazilian Style,” Forrester Research, Inc., March 7, 2011 Collaborate. Innovate. Accelerate. Page 2
  • 4. given opportunities to improve, and This is learned through trial and error, the desire to practice and perfect a task. they’re allowed to explore things they’re through iteration after iteration, through This is achieved by starting early and interested in. The camaraderie of other practice. learning quickly. A great example that dedicated professionals is also a Gladwell cites is The Beatles playing in cherished perk for talented individuals. In his book Outliers, Malcolm Gladwell Hamburg clubs nearly every night for discusses the 10,000-Hour Rule, the four years before ever releasing an COMMITMENT TO MASTERY. idea that being successful and album. Devotion to their craft was a key Like a master carpenter, a high- exceptional at something requires element in their success. performance developer has learned what practicing a task for at least that number works and what won’t, what tools to use, of hours. But beyond just reaching that “High-performance groups emerge when people and where efficiencies can be gained. magic number, it is having the passion, have the courage to make commitments to co-create a new and different future,” —Steve Denning It’s the same with software. Mastery is fostered in an environment where developers have had the opportunity to practice and experiment, where they’re questioned and challenged and encouraged to look for their mistakes. A team that embraces Lean methodologies is likely to have attained this level of competency because of Lean’s use of constant feedback and emphasis on continuous improvement. Software developers thrive in a culture where they are not coddled but are Collaborate. Innovate. Accelerate. Page 3
  • 5. pushed to continually advance their emerge when people have the courage to skills, where they’re expected to think and analyze. In an atmosphere where make commitments to co-create a new and different future,” Denning says. Where Would the World Be Without everyone rejects “good enough,” where High-Performance Teamwork? everyone takes pride in what they can ATTITUDE. do, developers are driven toward A high-performance team member is High-performing teams have played an organization: “The level of trust (truth, excellence. proactive and collaborative; willing to do integral role in the history and respect, understanding, support, and whatever it takes for the group to development of the human race. accountability) and shared vision (the AUTONOMY. succeed. He or she is always thinking Prehistoric tribes structured hunting goal to advance science) the members A talented, trusted team needs the about a better way to do the work, to be parties according to the skills and of the Society achieved places them in autonomy, the freedom, to make more effective, to trim time from the talents of the group; the smallest and my high-performance team hall of decisions. Ownership of solutions cannot schedule, and to generously assist weakest helped to lure or flush-out fame,” says Donald J. Bodwell, who be limited to an individual or the few colleagues whenever necessary. He or game, while the strongest wielded the writes about team concepts and people at the top of the hierarchy. “A she also loves the work. This results not clubs and spears. The pyramids of Egypt coaching for PT Consulting Partners, group becomes fully engaged when every just in happy employees but happy and Central America were the result of in Dallas. member becomes an owner with a sense clients. high-performance teamwork. The 300 of shared responsibility and Spartans were able to hold off the More modern examples would include accountability for the million-strong Persian army by adroitly Ernest Shackleton’s South Pole team, accomplishment of the mission of applying the planning, communication, the Amazon explorations of Brazil’s the group,” says Steve Denning, and rapid-response techniques of high- Cândido Rondon, the Manhattan author of The Leader’s Guide to performing teams. Project, and the NASA crew that Radical Management: Re- averted disaster during the Apollo 13 inventing the Workplace for Perhaps one of history’s greatest mission to the Moon. the 21st Century and examples is the original Royal Society former director of of London, which in the 1660s “So long as human beings remain the knowledge management at included such “teammates” as Isaac essential element of commerce, high- the World Bank. Newton and Gottfried Liebniz — and performance teams will represent man’s perfectly exemplifies some of the best hope for developing accurate, swift, “High-performance groups characteristics of such an and agile organizations,” Bodwell says. Collaborate. Innovate. Accelerate. Page 4
  • 6. “Members of high-performance groups companies. Finding one that embodies to learn new things. A partner guided by are not only more productive: they also an affirmative, take-action spirit is a the principles of Lean IT is focused on report on finding the work deeply strong predictor of a collaborative adding value for the client. For example, satisfying and meaningful,” Denning experience. one of the first rules of Lean is to says. eliminate waste. As early proponent of LEAN AND INNOVATIVE One recent study found that fewer than 10% of people enjoy their job. While FRAME OF MIND. A Lean-thinking teammate exhibits a “So long as human beings remain the essential that might be an overstatement, there is problem-solving mentality, a tendency to element of commerce, high-performance teams will no doubt that finding a team with an bring up problems rather than sweep attitude of positivity is not easy in many them under the desk, and a natural drive represent man’s best hope for developing accurate, swift, and agile organizations.”— Donald J. Bodwell Lean IT Mary Poppendieck points out, waste can include things like unnecessary code or functions, or bureaucracy, or defects — all things that can delay a project and affect the customer. One of the most important benefits of Lean thinking is a tendency to yield innovative processes, products, and services. “Lean brings structure and predictability to innovation, and sharpens the distinction between idea generation and Collaborate. Innovate. Accelerate. Page 5
  • 7. the development process,” according to a report from the Wharton School of Business. “Both share a common goal: to 14 Principles for a High-Performance Team meet customer needs in a cost-effective manner. And Lean can help empower 8. To nurture a culture of tireless identification and elimination of waste. researchers and reduce uncertainty in the innovation process itself.” 9. To face the brutal facts bravely and bring problems to the surface. Wharton professor Kartik Hosanagar cites Pixar as a company that has “combined 10. To apply adaptive planning in order to see the whole and to respond to changes promptly. Lean and innovation to good effect.” Pixar has created “a set of processes that Ci&T has developed a canon of cultural People emphasizes team-based collaboration principles that have helped the company Power to the edge and continuous feedback loops to help overcome creative blocks and track hire and motivate talented, engaged team players. 4. To respect people by believing they can develop themselves to the full extent of their potential. 11. To make decisions the closest possible to the edge of the deliverables, but without the stress that execution. could go with a regime of control,” he Purpose 5. To develop leaders who deeply understand the work and who are 12. To organize high-performance teams distinguished by self- says. One thing the filmmaking company does is conduct daily meetings where 1. To change the world by redefining the value generated by information technology for clients and for society. living examples of Ci&T’s culture and values. management, agility, innovation, and ability to execute. team members discuss what is going well — and not so well. 2. To forge a new generation of professionals stimulated by the 6. To develop long-lasting relationships with clients and partners, based on common values and value generation. 13. To learn and adapt quickly to increase the capacity to overcome “In a creative world you often hit sense of challenge and provided with the challenges. roadblocks, and team-based collaboration is critical,” Hosanagar says. “People ability to innovate and execute. 3. To perform a leading role in the Process 14. To nurture a problem-solving culture based on data analysis, might discuss work that is clearly in an incomplete stage; they don’t have to feel knowledge industry, inspiring entrepreneurship from even the most 7. To rely on discipline and standardization in the pursuit of continual improvement and consistent facts confrontation, and a team-based approach to finding solutions. embarrassed.” The point is to take the remote part of the globe. results. feedback, the knowledge sharing, and the Collaborate. Innovate. Accelerate. Page 6
  • 8. lessons learned from other projects and Nearshore, value-driven custom web and keep things moving forward. mobile application development, Trust Your Team, VISION AND SHARED PURPOSE. software product engineering, business intelligence, and SAP services to clients Like a Rock Climber And finally, the characteristics of high- around the world. Established in 1995, “As a rock climber, I know that my life performance teams that truly tie these Ci&T has quickly matured from an depends upon the skill and decision making items all together: a sense of communal outsourcing service provider to a “partner goals and a greater, shared, purpose. player” by adopting a creative culture of my climbing partner. No matter how good Accountability toward the mission is based on the principles of high- I am, a mistake by my partner could kill both essential, along with a joyful willingness performance teams (see sidebar). of us. Every day I think about my teams and to commit to that mission because when there is also that greater purpose to work In a March 2011 report by Forrester ask if I would trust them to hold my rope. A towards, a previously unimagined level of Research, Inc. entitled “Case Study: high-performing team requires a level of potential is suddenly available. Ci&T - High Performance, Brazilian trust and confidence that fosters a joy of Style,” Forrester principal analyst Jeffrey ENGAGEMENT, Hammond wrote: collective achievement rather than fear of ENTREPRENEURIAL individual failure.” SPIRIT IN ACTION “How do you measure the level of — John Halamka, M.D., CIO Harvard Medical School and As software service providers have taken employee engagement at a company? In known as “the Geek Doctor” on higher-value assignments, some have our opinion, you can quickly sense the developed the skills, drive, and dedication difference when you walk into an exhibited by high-performance teams. organization or talk to its people. interviewed people at Ci&T. The One such software company is Ci&T. Employees are focused and busy, but developers and managers we interviewed they are also happy to be there; these exude engagement...” Headquartered in Brazil and with offices environments exhibit a high level of in the U.S., Europe, and Japan, and collaboration and cheerful interaction One Ci&T employee who perfectly delivery centers in Brazil, Argentina and between employees and managers. We exemplifies the results of this kind of China, Ci&T employs agile methodologies saw all these signs of engagement on workplace atmosphere is Marcio Cyrillo. and Lean principles to provide multiple occasions when we have He began in the company’s testing Collaborate. Innovate. Accelerate. Page 7
  • 9. department in 1999, but now is the head of mobile strategy from his office in New York City. The company awarded him a It Starts at The Top “Star Talent” accolade for the things he A high-performance team is a reflection accomplished during his time in New York. of a company’s leaders. Just as the team has certain attributes, so too do the ACCELERATED DEVELOPMENT people guiding that team. Another example of Ci&T’s agility and responsiveness to customer needs is its “In every case that has been studied at new service offering, called Accelerate. the Europe-based Centre for The goal is to help small and large Organisational Research, teams that companies, in a landscape of disruptive ‘click’ always have a leader who creates technologies, turn their ideas into the environment and establishes the products — quickly. Leonardo Mattiazzi, operating principles and values that are vice president of International Business, conducive to high performance,” says says Accelerate helps businesses “ideate, Phil Harkin, CEO of Linkage Inc., co- create, and iterate.” Ci&T’s use of agile chair of the Global Institute for methodologies, Lean principles, and a Leadership Development, and author of fast feedback loop enables clients to several books on leadership coaching. those goals. When the team runs into difficult develop products “ahead of schedule and Harkin says these types of people exhibit situations, as is inevitable, the high- with minimal cash burn,” continues four key behaviors: • They use language “to build trust, performance leader will help them focus Mattiazzi. encourage forward-thinking, and create on the future and “move back to the • They define clear goals and a “vision of energy within the team; Harkin calls present” with reminders to “keep our eye One of the first customers to benefit from the future in accordance with overall these “powerful creations.” on the ball” and “remember our the Accelerate offering was Carousl Labs, organizational aims (‘the big picture’).” objectives.” They also aren’t afraid to which was later acquired by NewBlue Inc, the maker of the Vibop iPhone app. • They get the right people involved, the “talk about things — even the hard • They develop blueprints to achieve “passionate champions.” things.” Co-Founder of Carousl Labs, Guto Araujo has worked with Ci&T on several Collaborate. Innovate. Accelerate. Page 8
  • 10. development projects with different architecture choices for the product That enthusiasm was exhibited by the organizations and says: design and, ultimately, on its value Ci&T staff’s eagerness to get the project proposition to end users. They off the ground, and in the right direction, “The Ci&T team partnered with us in understood our business objectives, our together with the startup founders. shaping our product, an iPhone app and customers, and product goals and were Referring to the aforementioned Marcio cloud service for group photo and video always very collaborative, challenging us sharing. As a startup, we came to them with a product vision, strategy and and adding to our thinking. It was great to see that they shared our enthusiasm They understood our business objectives, our designs. They listened closely; we had and passion for working on an innovative customers, and product goals and were always very many interesting and intense discussions project, which had a very positive impact about the impact of technology and on the end product.” collaborative, challenging us and adding to our thinking. —Guto Araujo Cyrillo, Araujo recalls: “We had quality discussions over e-mail, phone and Skype discussing the product strategy and best ways to deliver a differentiated product and I did not get a bill for that time. Instead, Marcio and Felipe Rubim, Ci&T’s Chief Technology Architect, were interested in having those planning discussions to make sure we were going in the right direction.” IDEA GENERATOR When Coca-Cola Brazil decided it needed new and better mobile apps to reach Collaborate. Innovate. Accelerate. Page 9
  • 11. teenage consumers, the beverage to bring IT thinking to the idea- variable code quality, and difficulty very important for us to find a partner company turned to Ci&T not just for development process, and it made a huge responding to scope changes or requests who shared our lean startup principles, development but for ideas. “All of the difference.” to refactor existing projects.” and could respond quickly with minimum mobile initiatives Coca-Cola had in Brazil overhead” had been SMS, which is a reflection of HIGH-PERFORMANCE Guto Araujo, Co-Founder of Carousl Labs, the market, but at the end of last year PARTNERSHIP describes what he considers when looking Araujo found that partner in the team at Coca-Cola challenged us to come up with Consider this advice from Forrester for for a team: “As a technology startup, we Ci&T. “We were happy to develop that some ideas for mobile, with a tight selecting a development team: “Take a needed a development partner who would kind of partnership with Ci&T. We shared timeline and a restricted budget,” Paulo good look at its culture and assess listen and engage in an intelligent that DNA and were able to move fast as a Camara, head of mobile operations at whether you see engaged developers or a conversation to understand what we were team to achieve our objectives.” Araujo Ci&T in Campinas, Brazil, told Mobile revolving door ‘death march.’ If it’s the trying to do and add value to the product says. Marketer. latter, be prepared for rising costs, and technology discussions. It was also One of the ideas Ci&T came back with was a mobile game: Sprite City, for the This E-Book is Sponsored by Ci&T Brought To You By: Nearshore Americas iPad (40,000 downloads in two months). Even more popular is the Coke Drink iPhone app which has achieved over 2,000,000 downloads making it Coca- Ci&T (www.ciandt.com) provides value-driven, Nearshore web About Nearshore Americas: Nearshore Americas is an Cola’s most downloaded app. and mobile application services and software product independent online news provider dedicated to expanding engineering. The company's high-performance teams employ knowledge on the fast-growing global services/ BPO market in “We use our own Web sites to let agile methodologies and Lean principles to deliver innovative, the world – Latin America. As one of the world’s leading consumers know about [our mobile] value-generating projects for companies of all sizes, by resources on offshore outsourcing, Nearshore Americas is initiatives, but using [paid] media to drive leveraging the latest mobile, cloud and web technologies. A committed to providing high quality information and data for consumers to those apps is something truly global company established in 1995, Ci&T is business and IT leaders in the U.S. and around the World. we’ll start investigating more going headquartered in Campinas, Brazil, with strategic locations Nearshore Americas - based in New York City - is published by forward,” said Adriana Knackfuss, senior across Latin America, North America, Europe and the Asia- Next Coast Media. Visit Nearshore Americas to sign up for a free manager of consumer connections at Pacific region. For more information, visit www.ciandt.com. newsletter, and get connected to the brand through Facebook, Coca-Cola in Brazil. “Ci&T challenged us Twitter, and LinkedIn. Collaborate. Innovate. Accelerate. Page 10