Secure Group Management Model
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This document provides an overview of the Secure Group management model. It discusses the importance of strategy, leadership, and growth to the company's success. Key points: - Secure Group uses the Balanced Scorecard approach to communicate strategy and align all work with strategic objectives. This creates strategic context rather than relying on control. - The company has a culture code of 7 values like responsibility, innovation, and respect to ensure employees are aligned. Breaches can result in a corrective action plan. - Leadership has 4 levels from managers focused on performance to visionary leaders who inspire change. All strive to support employee needs over controlling activities. - Processes, knowledge sharing, and ensuring employee growth are emphasized
Secure Group Management Model
- 1. Management Model By Secure Group Version 5.0
- 2. There are 7.7 billion people in the world and of us are online
- 3. All these people access data online to communicate, interact and work. At the same time, the way we carry out such day-to-day activities evolve at the speed of technological innovation.
- 4. Prescriptive, predictive and descriptive analytics have transformed the value of a person into the sum of the data accumulated through their living, spending and working decisions. Our personal information is no longer confidential.
- 5. Data breaches often make news headlines Ever since we first heard about the NSA's massive surveillance database, conflicting reports and statements have emerged. It is hard to know what happens with any level of certainty (as you might expect from a top-secret surveillance program). Corporations Financial Sector Government Sector Healthcare Sector Majority of breaches in:
- 6. For both people and corporations it is hard to know how much data is stored, how easy it is to pull it up, how often a human being interacts with your specific name and, perhaps most important of all, how much private companies voluntarily hand over data instead of fulfilling legal requirements. Increase in number of reported breaches vs. first six months of 2018 The number of records exposed The number of publicly disclosed breaches
- 7. There is a mismatch between security promised and care taken, evidenced by security breaches. People and businesses must become more vigilant about their own data identity. People need to be able to trust and rely on the enterprises and databases holding their personal information. Corporations and people need to know that their data is safe and secure.
- 8. At Secure Group, we realize that today the privacy and security of people's communications are at risk. We understand that in a world gripped by cybercrime and mass surveillance, intruders can easily steal personal data and compromise correspondence unless people have the right tools. That is why we decided to revive privacy through strong encryption, education, transparency, and control. Our technology eliminates workarounds to security, giving users the means to communicate with anyone, anywhere – in total privacy.
- 9. Everything we do is to challenge the standards of securing people’s mobile communications We engineer bulletproof and easy-to-use solutions for encrypted communications. We preserve users' information with a product line of secure devices, applications, MDMs and enterprise solutions. We believe in the fundamental right to privacy for all, and we stand by it by developing solutions that enable people to exchange sensitive information securely, protecting their business, reputation, and personal life.
- 10. Our Vision It’s hard to imagine a world where the privacy of your data will be absolute. Third party providers have access to incredible amounts of information about end-users without asking for their permission or consent. There’re countless data breaches in every industry on a daily basis. Secure Group wants to change that. We believe in a future where the control over privacy will be placed in the hands of consumers. A mobile world where everyone would be able to secure their information flow and manage who has access to it. Leading the fight for a secure mobile world where users will have full control over the privacy of their data and communications.
- 11. Our Mission Our relationship with consumers and partners is at the heart of our business. Secure Group’s work approach is what makes us unique. We aim at offering not just a working product, but one that will fit the needs of our clients and their business model completely. A solution that both provides full control over the management of data privacy and is intuitive, easy-to-use, and offering all functionalities required by the consumer. Providing customer-tailored mobile solutions to individuals, businesses, and organizations which help them secure and manage the information flow while preserving the privacy of their data.
- 12. In order to achieve our vision and mission we realized we needed to reinvent the mobile world through innovation. We needed to mitigate any risks that would jeopardize cybersecurity and to fight the mobile giants – Google and Apple. For that we decided to create our own mobile operating system and a suite of innovative mobile security solutions. We knew that to continue our growth and development of even more innovative solutions we needed to be surrounded by unique, remarkable people.
- 13. To attract these incredible people and get the best out of them, we also realized we needed a new way of working.
- 14. Organizations are still run as hierarchical command- and-control systems in a world of networked purpose- driven individuals. The ways that humans interact, and information is displayed have dramatically changed. The social dynamics in companies have become messy, and power relationships tend to be unfair, which leads to “office politics” and wastes time. At Secure Group we don’t want this type of environment. For this transformation to work well, nothing less than a revolution in management practices is needed.
- 15. At Secure Group we have replaced the traditional working model with agile working practices where the individual has genuine autonomy over their working pattern. Our working model shifts away from a command and control mentality toward a leadership style that empowers people, trusting them to get on with the work. Employees are treated as innovative and mature, able to make decisions which consider the needs of the employer as well as their own priorities. This model of work has been developed to best-fit the social, technological, and economic influences of the twenty-first century.
- 16. People choose why, how and who to work with for reasons unique to them. Every organization believes in a mission and seeks success that is unique to it. A fit between employers and employees is achieved when these align. We want our people to have a job that matters to them. We place people in Secure Group where they can have a meaningful impact. To achieve our goals, we need to be surrounded by unique people that share our mindset.
- 17. That is why we created the Secure Group Management Model - to empower and manage high-performing people with the freedom to make a big impact.
- 18. Management Plan The three pillars of success Strategy Process Growth
- 19. How we make decisions How we build processes and a great product How we ensure people’s growth Strategy Leadership Teams Management Operations Roles Knowledge Management Engineering Culture Performance Compensation Transparency
- 20. How we make decisions Strategy | Leadership | Teams Management
- 21. Strategy How we make decisions The Balanced Scorecard | Culture Code
- 22. We can only innovate if people know and understand what we are trying to achieve (our Mission & Vision).
- 23. We believe in Context, not Control to provide the insight and understanding to make sound decisions. Setting appropriate context, rather than by trying to control people leads to High Performance. Strategy Objectives Assumptions Metrics Context embraces:
- 24. Micro-managing doesn’t work. It is not scalable, and the many that use it do so because it is comfortable rather than because it is any good. Innovation drives the most value in a product-led business like ours, so we needed this as the primary focus of our corporate culture. Inability to convey the company’s business vision and development strategy across the whole company to align teams’ goals. Problems we had when trying to create the right context:
- 25. The Solution: Strategic Management Strategic management is the ongoing planning, monitoring, analysis and assessment of all that is necessary for an organization to meet its goals and objectives.
- 26. At Secure Group we decided to use Kaplan and Norton’s Balanced Scorecard. This allowed us to easily tell the story and create the right context by: Communicating what we are trying to accomplish: complete top-to-bottom strategic visibility for everyone (driving company-wide understanding). Aligning everyone’s day-to-day work with strategy. Prioritizing projects, products, and services. Measuring and monitoring progress towards strategic targets: Goal-based processes, KPI-measurement and data visualization across the company.
- 28. The system connects the dots between our big picture strategy elements such as: Mission Vision Core Values Strategic Focus Areas and the more tactical operational elements such as: Objectives Measures Targets Initiatives
- 29. The Balanced Scorecard Model suggests the organization is viewed from four perspectives, and that objectives, measures (KPIs), targets, and initiatives (actions) should be developed for each of these:
- 30. In our Project Management Software (Jira), we distribute all tasks linked to the business goals according to the Strategic Maps reported in the Balanced Scorecard. This way we can track who is contributing to each goal and which initiatives to implement:
- 31. In conclusion Strategy and goals are clear, specific and globally understood. Team interactions are focused on strategy and goals, rather than tactics. Management time is needed to be transparent, articulate and perceptive. More context, less control High alignment High performance Great product High impact
- 32. However, to ensure security in all aspects, there're some situations where control is required: To prevent irrevocable risks: possibility of data breaches. When people are still learning they need mentoring: junior employees (Levels A, 1 and 2). Moral, Ethical and Legal Issues: escalated conflicts.
- 33. Once we have developed the context, we need our people to be inspired by the same values as us. We embrace diversity. Being innovative requires people from different backgrounds with different ideas, and we want to get the best from everyone.
- 34. To achieve this we need to share the same set of corporate values, regardless of background. We want to work with smart, like-minded people who understand and respect this, and who are aligned with our values.
- 36. Оur Culture Code is built on 7 essential permission to play values that we believe are essential to our business model. Permission to play means exactly that: minimum standards of behavior we expect within our “free to create” environment. We only hire people that demonstrate these values, and we don’t tolerate employees who don’t exhibit these values. In Culture Code
- 37. The 7 Values of Our Culture Code Responsibility Remarkability Collaboration Innovation Devotion to Learning Respect Adaptiveness
- 38. Value What is expected What is not accepted Responsibility Has a responsibility to deliver superior value to customers, employees, shareholders, and partners Lack of engagement with the company and the product itself Slacks during working hours and is not able to deliver any value Follows process, methodology, and policies with security in mind to protect the integrity of our system and the personal information of partners and clients In contact with former employees that have litigation against the integrity of our company/customers Shares confidential information Is always late and does not compensate for lost working hours Delivers quality work on time Does not work Is constantly behind schedule Prioritizes well and works according to plan Does not prioritize Makes decisions without considering the strategy of the company/department Does side jobs during working hours Devotion to learning Lifelong learner for whom improvement is part of his/her mission Doesn’t seek knowledge Is reactive to learning new things Actively and independently seeks knowledge to solve any issue in his/her domain Expects the others to devise answers Willing to reinvent his/her approach when necessary Has a negative attitude towards obtaining new knowledge Remarkability Has at least one “superpower” – a skill or know-how for which he/she is unrivaled Does not invest time and doesn’t show interest in developing his/her superpower Produces remarkable work output Is comfortable with stagnation and stays mediocre Do’s and Don’ts
- 39. Do’s and Don’ts Value What is expected What is not accepted Respect Is open, respectful and honest in every interaction at all levels Is mean to colleagues Makes fun behind other employees’ backs Calls the others derogative names Lies for the sake of his/her credibility Approaches individual and team tasks with humility Approaches tasks and new projects with arrogance and/or superiority Constantly shows no respect for the ideas/knowledge of others Willing to change his/her opinion/position for the greater good Wants to force his/her opinion on the group Does not allow his/her views and ideas to dominate Always wants to dominate Always wants to be right Does not disseminate opinions that violate the company's reputation or the work of his/her colleagues Constantly blames other for his/her mistakes Collaboration Shares knowledge Hoards knowledge Assists others when necessary Does not assist others Assists in an unproductive way Communicates effectively and timely with peers Does not communicate well Does not make effort to build good working relationships with colleagues Exhibits openness to feedback Takes feedback in a negative and/or personal way Adaptiveness Constantly grows his/her skill set to cope with unforeseen changes Does not undertake efforts to grow Avoids learning Responds efficiently to changes in the work environment Does not use opportunities to adapt Copes well with uncertainty and instability Takes change negatively Innovation Displays creative and critical thinking skills Sticks to outdated methods and does not bring innovative solutions Proactive, develops proposals Reactive, is negative about innovation Promotes and implements new ideas by setting up the right procedures and process Does not build/structure any process Sets up procedures that are wrong or not-applicable
- 40. We are all human and prone to mistakes from time to time. Occasionally during hiring, someone who is not a good culture fit will slip through the net. We need a way to manage these culture mismatch scenarios.
- 41. You may be a high performer at a technical level, but what if you don’t embrace our culture? We believe it is fair to give all employees a second chance. We work to the premise that people can change – and we developed a process called Corrective Action Plan (CAP) to manage this The CAP also provides a last opportunity to reflect if Secure Group is right for you.
- 42. The Corrective Action Plan (CAP) clearly sets out the behaviors and attitudes that need improving If no quick change is seen, we proceed to contract termination Keeping people who are a bad culture fit stops us achieving success.
- 43. We have seen that by setting the right context our employees can understand our mission and vision and create a great product. The leadership styles in the company support this. Regardless of your role, to ensure effective people management and growth, we strive to shift away from “controlling activities” towards a synergistic relationship between team member.
- 44. Leadership How we make decisions
- 45. Traits of Leadership What makes a good leader is a concept that can vary per team, organization and people’s personal opinion. At Secure Group we recognize that and that’s why we decided to define what makes a good leader in our company considering our specific reality and unique teams. In a “Context, not Control” environment, you still need people to coach and provide directions, but this is not the traditional role of a leader. That’s why we are looking for the ones that can embrace the core principle of caring for others and giving up control rather than seeking control. In Secure Group everyone is treated equally. Employees gain a chance to learn, and to set and accomplish goals with the support of their leader.
- 46. The leadership levels We currently have four leadership Levels with different expected traits but similar objectives: lending support to addressing the needs and wants of the people and the organization. This is our priority. This contrasts with the leader-first perspective, where a person aims to gain control quickly, often driven by material gain or influence but it’s our way to ensure autonomy, accountability, innovation and high-performance. In the next slides we will present what are the qualities and challenges of our Managers Level 1, 2, 3 and 4.
- 47. Level 1 Managers – Our pace setters The core duty of a manager Level 1 is to get the work done through process management. They are in contact with customers, suppliers and employees of all levels, therefore they need to navigate frequently between difference audiences to set-up the right context. Our Level 1 managers are required to deliver fast results. These leaders are primarily focused on performance. They often set high standards and hold their colleagues accountable for hitting the department’s goals. The fast-paced work environment fostered by them can also create miscommunications so to ensure effectiveness they have to be able to provide clear instructions and have an outstanding ability to manage adversities, chaos and change.
- 48. Level 2 Managers – Our coaches The Level 2 managers are responsible for the performance of their teams. They are involved in strategic decisions and are required to anticipate technical issues and complex and ambiguous problems or opportunities that are often systemic with no readily understood answers. They are responsible for identifying these situations in their teams, requiring a change of mindset or attitude, and providing the right corporate context. They are quickly to recognize their team members’ strengths, weaknesses, and motivations to help each individual improve. They assist team members in setting smart goals, ensure quality and efficiency through processes management and provide regular feedback with challenging initiatives to promote growth. They’re skilled in setting clear expectations and creating a positive, motivating environment. Level 2 Managers promote the development of new skills, innovation, free-thinking and empowerment while building high-performing teams.
- 49. Level 3 Managers – Our visionaries and servant leaders The core duties of our Level 3 Managers are strategic and high-level. They are responsible for providing direction for different teams and at the same time ensure there are no knowledge gaps in them. They are constantly monitoring the market and Secure Group strategy to ensure our competitive advantage. They have a powerful ability to drive progress and usher in periods of change by inspiring employees and earning trust for new ideas. They are also advisors in establishing a strong organizational culture by fostering confidence among direct reports and colleagues alike. These managers live by a people-first mindset and believe that when team members feel personally and professionally fulfilled, they’re more effective and more likely to produce great collaborative work regularly. These leaders are exceptionally skilled in building employee morale and helping people re-engage with their work. Focused on the big picture, they have capacity to boost employee productivity, improve employee development and decision-making, cultivate trust, and create future leaders. Level 3 Managers help the company to grow, unite teams and improve outdated technologies or practices.
- 50. Level 4 Managers – Our transformational leaders Our Level 4 Managers are responsible for setting strategic direction, developing context and fostering our corporate culture in an organizational level. They focus on clear communication, goal-setting, and the company’s productivity. Instead of placing the majority of the energy into each employee’s individual aspects, they are driven by a commitment to organizational objectives. However, they are also committed in developing the next generation of Secure Group leaders and build a strong relationship with our shareholders. These Managers also value the company’s ethics and teams while focusing on high-performance in the long-term.
- 51. The Tech Leads While a manager is responsible for their division's career management, a Tech Lead as the name implies is the leader of a department when it comes to operations. This position is assigned to a subject matter expert that masters the department's processes and tools. It's under their responsibility to manage the department's standard operating procedures in Confluence, our internal wiki, and also to ensure cross-department processes are well- documented and understood on an organizational level.
- 52. Manager vs. Tech Lead Manager Responsible for the Growth of Individuals and Teams Focus: Performance Provides 1:1 coaching: based on data Responsible for Career Development and Performance Reviews (with inputs from Scrum Master and Tech Lead) Levels up a functional skill set Organizes communities of practices that encourage members from different cross-functional teams to share knowledge through regular meetings, raising the bar in their area of expertise Protects teams from distractions and unrelated or unnecessary work Understands, teaches, or sponsors the software and hardware engineering skills needed to support the development of high-quality code, components, systems, and solutions Provides context, coaching, and training Helps to build Agile Milestones and Roadmaps, and the plans to enable them Helps to develop, implement, and communicate the strategic framework Supports teams and divisions by helping them remove systemic impediments and by implementing continuous improvement Tech Lead Subject Matter Expert Focus: Process Improvement Provides expert opinion and direction regarding projects: Sprints Transfers knowledge to others: Tech-session Resource Allocation Identifies and addresses process inefficiency Establishes SOPs, Best Practices, and Playbooks Provides the necessary tools Maintain the documentation in the department's Confluence space Ensure the department’s Knowledge Hub is correctly documented and up-to-date Delegates tasks in Process Improvement project in Jira Task management and tracking: Data Fire fighting
- 53. Qualities of our Leaders Even though Tech Leads and Managers from each level have specific leadership traits that are expected according to their core duties, there are some qualities you can find in each one of all our leaders: Ensures adaptiveness Our leaders can easily navigate between adaptive and technical challenges. They excel at guiding their teams, divisions and departments when dealing with consequential changes in uncertain times when no clear answers are forthcoming. Cultivates a culture of trust People are comfortable to go about their activities in an environment of mutual trust and support. There is no back-stabbing and sharing is encouraged. Develops other leaders Our leaders provide opportunities for learning and growth, demonstrating by example and teaching others to lead. They give up power and have deputies lead, replicating this mindset through the organization.
- 54. Qualities of our Leaders Values diverse opinions Values everyone’s contributions and regularly seeks out opinions. Encourages The hallmark of our leaders is encouragement. The true leader says, “Let’s go do it,” not, “You go do it.”. Sells instead of tells An effective leader, for us, is the opposite of a dictator. The aim is to persuade rather than command. Thinks you, not me There’s a selfless quality about what we expect from our leaders. Those who only think, “How does this benefit me?” are disqualified.
- 55. Qualities of our Leaders Thinks long-term Our leaders are constantly thinking about the next generation, the next leader, the next opportunity. They make continual tradeoffs between what’s important for today versus what needs to be done for the future. Acts with humility Secure Group leaders are not concerned with job titles. A title is not a way to show he/she is in charge or “better than everyone else”. Instead, they act in a caring way towards others. Nothing is beneath them and they may be seen picking up trash or cleaning a table. They set an example of service. For us, it is not about the leader, it is about others.
- 56. Leaders in Conclusion Leaders support others to serve the needs of the organization. They do not seek prestige, status, material gain or control. They offer coaching and opportunities for growth, providing a demonstrable example of expected behaviors.
- 57. Teams Management How we make decisions
- 58. Our teams are growing at a very fast pace. We are selling a niche product. Our customers are distributed worldwide. Team management is all about how our teams work. Our biggest challenge for it, is how to provide context given the scenario we face:
- 59. We already established that we want to enforce Strategic Management in our business. We also mentioned that we believe in providing Context, Not Control and that our Leadership styles enable us to do that. But how does this work in practice?
- 60. Strategic Management & Leadership This is all about managing with goals. To achieve that, there are some key principles to follow: There is a need for accountability to meet deliverables. Deliverables must be followed up. Leaders exist in our structure to help and coach. At the same time, our Managers must: Identify employees in need of help or who are underperforming. Recognize and encourage high performers and possible future leaders. Encourage teams through empowering, not micromanaging.
- 61. Engineering Teams To manage our technical engineering teams we follow some Agile principles and Scrum practices. Why some? In a world where hackers and data-collectors threaten the integrity of technology and society as a construct, to be at the forefront of mobile security, we need to constantly evaluate that our processes are not enabling any data breaches. Yet within this context we also want accountability between teams, and for individuals to be mentored which as we mentioned, it’s under the responsibility of functional managers and Tech Leads.
- 62. Teams, Departments and Divisions When understanding our Team Management strategy there are some concepts related to teams, divisions, and departments which have different definitions based on specific areas of activity and responsibilities. A Department is composed by a group of frameworks and is managed by a Tech Lead who is responsible for the department's processes maintaining all the documentation. A Division is managed by a Level 2 Manager who is responsible for the performance and people's growth. In some cases, the employees under a division can be divided into different teams Teams compose a division. They are managed by two levels: a Level 1 manager who is responsible for coordinating processes and a Level 2 manager who is responsible for the team's growth.
- 63. Promoting Accountability in Our Teams To promote accountability and avoid micromanagement we decided that the best way to keep our leaders, teams, departments and divisions informed about everything happening in the company would be through structured touch points. Communication flow in Secure Group
- 64. Ceremonies Our Ceremonies are touchpoints for leaders, divisions, and teams to get aligned and it helps to avoid chaos, to broadcast information to all members, to bring common goals and vision, to share progress, and to reduce dependency and communication issues. In most traditional companies, the lower levels communicate with their leaders to align tasks and obtain approvals and maybe with their partners when it comes to the operational side of the projects. In Secure Group, on the other hand, every employee communicates with every employee related to their project in order to share information. The outcome of such ceremonies is the handover of a process to some other team, department, or division. The role of the leader, in this case, is to guarantee that both parties reached an agreement that will help Secure Group reaches its strategic goals.
- 65. Strategic Sessions The objective of strategic sessions is to solve problems and spark ideas and innovation to achieve business goals. Discussion stage 1: Problem Framing The goal is to walk out with a single (yes: single) problem statement. Who - Who has this problem? Have you validated that the problem is real? Can you prove it? What - What is the nature of the problem? What research or supporting evidence do you have? Why - Why is the problem worth solving? What is the impact on the customer? Where - Where does this problem arise? Have you/your team observed this problem occurring? Discussion stage 2: Strategic goals and initiatives to address the problem We link these directly to our Project Management software (Jira). Participants All internal stakeholders for the issue of discussion.
- 66. We have explored various leadership theories, we know that every person has a different leadership style and we defined what are the traits we look for in the leaders according to our roles. But sometimes finding such leaders is a difficult task. That is why once in a while our mindset of providing context and freedom can lead to chaos. Even though CHAOS sounds like a negative word, organized chaos can serve as a balance between freedom and control to build an innovative organization.
- 67. How we build products Operations | Roles | Knowledge Management | Engineering Culture
- 68. Operations From Chaos to Growth How we build products
- 69. Why do most companies curtail freedom and become more bureaucratic as they grow? Desire for bigger positive impact creates growth. Growth increases complexity. Growth also often shrinks talent diversity (people tend to like stability when they realize some sort of chaos). Chaos emerges.
- 70. Bureaucracy emerges to stop the chaos but drives more talent out.
- 71. Bureaucracy brings seductively strong near-term outcome… Then the market shifts due to new technology, competitors or business model. Company is unable to adapt quickly. The existing processes become painful and irrelevant.
- 72. There are 3 likely eventualities in this scenario: Stay creative by staying small, but therefore have less impact: This does not help us achieve our mission and vision. Avoid rules as you grow and suffer chaos: This is painful for employees and does not promote a High Performance Culture. Use bureaucracy as you grow to drive efficient execution of current model, but cripple creativity, flexibility, and ability to thrive when your market eventually changes: This does not fit with our innovative meaningful mindset.
- 73. Our Solution: Avoid chaos as we grow with even more High-Performance people – not with rules. We will make this happen by: Minimize rules as we grow. Inhibit chaos with even more high performing people. Flexibility is more important than efficiency in the long term. This means we can continue to mostly run informally with self- discipline, and avoid chaos. Running informally enables and attracts creativity.
- 74. Are all processes bad? We believe that the good processes are the ones that empower our employees and enable a culture of accountability. Good Processes Bad Processes Implement a tool to clearly define roles Create an index to manage knowledge within the company Require pre-approval for minimal spending Multi-level approval process for projects
- 75. How we ensure we keep only the good processes? Does this process...? Represent the current tactic with full knowledge that the tactic may change Attempt to eliminate individual biases and assumptions Allow us to reflect on what is and isn’t working using both qualitative and quantitative data Help us to be explicit and transparent? Meaning, everyone knows what we are trying to accomplish, minimize, and maximize Provide our team with the opportunity to work flexibly, drawing on creative intelligence
- 76. Once we have defined a new good process, we add it to our Responsibility Assignment Matrix. The Responsibility Assignment Matrix, also known as the RACI Matrix, is our process management tool. It distributes tasks among our employees when managing projects, facilitates communication within the company and optimizes our work.
- 77. Roles How we build products
- 78. Aligning employees (or employee roles) to our processes in an effort to make our business run smoothly in a “Context, not Control” environment.
- 79. RACI The RACI matrix is a tool to help us deal with ambiguity. It represents a snapshot of the processes that an employee can be assigned and how we keep the teams informed about the many fast changes that happen in a department. The RACI allows us to map and visualize those responsible for each stage of our processes in a simplified way. It enables a clearer division of tasks, facilitating the visibility of who is responsible and accountable for each process. It also prevents tasks from running without anyone being accountable for them. The matrix ensures that everyone who must follow the project will be kept informed as it lists those who need to be consulted or updated on its progress. Visualization of the distribution of tasks also allows them to be more fairly allocated.
- 80. Responsible (also Recommender): Those who do the work to complete the task. For each task there must be at least one responsible person, though others could also be required to work on the task. Accountable (also Approver or final approving authority): The one ultimately answerable for the correct and thorough completion of the deliverable or task; the one who ensures the prerequisites of the task are met and who delegates the work to those responsible. In other words, an accountable must sign off (approve) work that the responsible provides. There must be only one accountable specified for each task or deliverable. Consulted (sometimes Consultant or counsel): Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication. Informed (also Informee): Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication.
- 81. What it delivers It enables employees to be more productive. When we defined which category of the RACI model each employee fitted into, it reduced the amount of confusion associated with typical projects and processes. This, in turn, helped employees feel less stressed and more engaged in their roles. They know precisely what they are responsible for and what they do not need to worry about. It assists with employee training. Once we assigned employees to each part of the RACI model, we could ensure employees in every category could get the right kind of training. We believe traditional training is a waste of time unless employees are learning information that will add value to their roles and our business. It decreases frustration with management. Frustration came about if employees did not know how to escalate a problem or whether to just go ahead and fix it. By assigning RACI roles, every employee knows precisely who to speak with about a potential process change or hang-up. This alleviates frustration with management.
- 82. What it delivers It helps save time in meetings. How many meetings have you attended where you wondered, “Why am I here?” Unfortunately, this happens all too often. But with the RACI model, we know exactly who needs an invitation to a particular meeting based on their roles in a particular project or process, saving time for those who do not need to be there. It aids alignment with organizational strategy. The RACI model takes our organizational strategy down to the individual level, so every employee knows what they need to be doing to contribute to the company’s success. If we decide to change our strategy, we can adjust our RACI model accordingly so everyone in the company is refocused and headed in the same direction. It enables performance. If you know exactly what you are supposed to do, you will have a much higher chance to be a high performer. Simple as that.
- 83. Knowledge Management How we build products
- 84. The Secure Group knowledge management strategy enables our organization to create, apply, and share information, breaking down silos and increasing the usage of valuable data.
- 85. Problems we had with knowledge management Inefficient when serving only individuals: Information needed by many was often shared from individual to individual in conversation or email. Repetitious and time wasting: Often a few Subject Matter Experts are heavily relied upon to verbally provide information, and they spend their time repeating the same information rather than doing value-added work.
- 86. Problems we had with knowledge management Impermanent so ineffectual: Research shows it is difficult for people to retain information, especially when it is transferred verbally. No accountability or control: When no one was held accountable, the data shared could be inaccurate and out of date, and this was a problem that was difficult to fix. A self-fulfilling prophecy that recurs: The knowledge transfer process stopped when information was shared, but the knowledge gap still existed in the wider organization, leading to problem recurrence.
- 87. Where knowledge shouldn't be In inaccurate published content: Information may be published in manuals or on the intranet, and this may be outdated, inaccurate and hard to find, wasting time. In somebody’s head: Information only held in someone’s head is only of use to that person. Worse, they will be interrupted frequently with questions about it. In the cloud: Information may be recorded informally such as in emails, but this too is hard to find and often badly explained.
- 88. How we share knowledge Each of the generations has a different way of learning, advancing and collaborating. We recognize this by sharing knowledge in two formats. These are reading and face to face courses with a practical application. Knowledge sharing is also built into the Levels in our Framework. To progress, individuals must demonstrate the capability of sharing knowledge in a structured way and the capability of applying Tech Sessions. Confluence We share knowledge through our internal wiki. Our wiki acts as a single source of all knowledge for our organization which can created, edited and modified by any employee. Confluence functions as a central repository for managing and distributing all company knowledge and information. Here, all co-workers can store internal documentation about company policies, processes, how-to guides, projects or products they are building, common workflows, procedure checklists, and more.
- 89. Learning Day This is our new knowledge-driving initiative and it will occur on the last Tuesday of each month. It will be a whole day dedicated to Learning. We will start with a breakfast at 9h00 and after that we will start the Sessions in which we discuss and present technical topics such as IT knowledge, tools application, products and concepts. After the completion of a training, you will receive a challenge to prove you are capable of completing tasks related to what you just learned. They are usually short exercises to test you. Tech Session Tech Challenges Open-Format Can be external Presentation with a test
- 90. We already established that we keep “good” processes that promote accountability. The same applies to knowledge. In order to measure, manage the existing knowledge in the company and to promote accountability we created a Knowledge Accountability Index (KAI).
- 91. How we ensure success with Knowledge Accountability The Knowledge Accountability Index (KAI) is an instrument used to view everyone’s ability and competency in a specific occupation. It also measures all the technical skills and knowledge sets a person needs to progress.
- 92. The KAI of one position or department is composed of: 1. Extensive Knowledge – this is about understanding the usage and configuration of a diverse set of tools/software/platforms, concepts, languages, protocols etc. which affect your performance within the company. They can be related to the scope of your position but also they can be related to specific knowledge you need to acquire in order to complete tasks and projects in Secure Group. Employees should grow this knowledge and hard skills on their own, while the company will provide context on the application of the tool/software/platform within defined processes. 2. Secure Group Knowledge – this is all about understanding the company’s products and processes, the way all teams work, the concepts that are part of their scope and how they contribute to the overall corporate strategy. It includes technical knowledge for non-technical people and business knowledge to technical people. For this category of knowledge we provide pieces of trainings because this way we can ensure that everyone has the complete knowledge set to be a high-performer in our company.
- 93. Knowledge Accountability Index (KAI) steps The index captures a wide range of abilities and organizes them into five steps. These range from “Fundamental Awareness” to “Expert”. The index can be used by an individual to compare their current level of proficiency to top performers in the same occupation.
- 94. Grade Name Description Focus 1 Not Applicable You are not required to apply or demonstrate this competency. This competency is not applicable to your position. 2 Fundamental awareness (Basic knowledge) You have a common knowledge or an understanding of the basic techniques and concepts. Focus on learning 3 Limited experience (Novice) You have the level of experience gained in a classroom and/or experimental scenarios or as a trainee on- the-job. You are likely to need help when performing this skill. You understand and can discuss terminology, concepts, principles and issues related to this competency. You utilize the full range of reference and resource materials in this competency. Focus on developing through on- the-job experience 4 Practical application (Intermediate) You can successfully complete tasks in this competency as requested. Help from an expert may be required from time to time, but you can usually perform the skill independently. You have applied this competency to situations occasionally and need only minimal guidance to perform it successfully. You understand and can discuss the application and implications of changes to processes, policies, and procedures in this area. Focus is on applying and enhancing knowledge or skill 5 Applied theory (Advanced) You can perform the actions associated with this skill without assistance. You are recognized within your immediate organization as "a person to ask" when difficult questions arise regarding this skill. You have consistently provided practical/relevant ideas and perspectives on process or practice improvements which may easily be implemented. You are capable of coaching others in the application of this competency by translating complex nuances into easy to understand terms. You participate in senior level discussions regarding this competency. You assist in the development of reference and resource materials in this competency. Focus is on broad organizational/professional issues 6 Recognized authority (Expert) You are known as an expert in this area. You can provide guidance, troubleshoot and answer questions related to this area of expertise and the field where the skill is used. You have demonstrated consistent excellence in applying this competency across multiple projects and/or organizations. You are considered the “go to” person in this area within Secure Group and/or outside organizations. You create new applications for and/or lead the development of reference and resource materials for this competency. You can diagram and/or explain the relevant process elements and issues in relation to organizational issues and trends in sufficient detail during discussions and presentations, to foster a greater understanding among all types of stakeholders. Focus is strategic
- 95. The KAI enables us to: Centralize effort to understand technology trends from a holistic view Define knowledge as a key component in high performance Anticipate and adapt to changes in external / internal environments to obtain / retain competitive advantage in a quantifiable structure.
- 96. Realms Knowledge We have categorized the concepts that are present in our business and operations into domains of knowledge or activity. Each management framework requires proficiency in one or more of such domains, which are called Realms.
- 97. Knowledge Summary The effective management of knowledge aids competitive advantage. When people are accountable for knowledge it can be shared more efficiently and productively. We have put in place systems and good processes to achieve this. Armed with knowledge, you are better able to innovate in your work.
- 98. Engineering Culture How we build products
- 99. Our engineering culture enables us to create innovative products that people love, while ensuring cybersecurity. We seek to push the boundaries of technology to achieve the new and exciting. We automate and continuously integrate to make our products truly great.
- 100. Engineering Culture values derive from Company culture and Agile Software Development values. We believe they complement each other in the right way and enables us to create innovative products that people love while ensuring cybersecurity. We seek to push the boundaries of technology to achieve the new and exciting. We automate and continuously integrate to make our products great. In Agile way of working, we value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the things on the left more.
- 101. You can find more information about the twelve principles of the Agile Manifesto. There are two teams in our company that need to deliver features every release cycle - Feature OS Team and Communications Team. We use the Scrum Framework. It is a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. The essence of Scrum is a small team of people - Scrum Team, and their associated roles, events, artifacts, and rules. The team is highly flexible, adaptive, and collaborative.
- 102. Our talented engineers are at the cutting edge of driving our business forward with advancing technology. Building great software is as much about behavior as it is about coding. Our engineers are responsible for more than just coding. To create excellence requires a commitment to and ownership of the development processes. By committing to this Engineering Culture, we can perform better and achieve so much more together.
- 103. Coding Standards We follow the general Android coding style (default for Android Studio which is listed in the Android website) We follow the Android Naming convention and naming conventions provided by Java/Kotlin coding standards. We format code and file structure using "ctrl + shift + F" everywhere so that the code remains consistent and easy to understand. Commit naming – the name must contain the task number, and it should briefly explain the implementation or problem it fixes.
- 104. Code Reviews At least two other developers must review each commit before it is tested. Each review should focus on evaluating code quality. If you are reviewing a fixed bug, the solution should be the simplest one. If a bug requires refactoring or a change in design and architecture, it should be planned separately as an improvement. If feature implementation is reviewed, the reviewer should make sure he/she knows the implementation logic. Check it covers all the acceptance criteria. Code reviews are done at the start of each working day to avoid disrupting other daily activities. Items should spend the minimum possible time in the "In Review" stage.
- 105. Architecture We aim for scalable, easy to explain and support, design of architecture without implying over-engineering. We follow SOLID principles and Clean Architecture patterns. We meet and present the new plan, and if it has any team dependency, the team is asked to join. Everyone is welcome to share an opinion regardless of seniority.
- 106. Programming Language We prefer to use common and proven languages. We explore new options but only implement them if the benefit is proven and if maturity is high enough. Testing We follow TDD so each new feature must be tested. Our goal is 100% test coverage of new features. Everyone is responsible for quality and this starts from the development stage. If each person tests their own work before handing it over, time is saved down the line.
- 107. Build vs. Buy We prefer to build most of our environment and tools. Buying sometimes requires a higher investment than just the price of the tool. A key concern is our customers’ privacy and we cannot rely on others to protect that. Security and data privacy User privacy is a core goal. We do not store private information or take information without first requesting it. When we need user data, we have to request permission first to the user and bring awareness to him/her of the need behind this request.
- 108. Scrum is an empirical process, "the art of the possible," and places great emphasis on mind-set and cultural shift to achieve business and organizational Agility.
- 109. The three pillars of empiricism 1. Transparency - This means presenting the facts as is. All people involved are transparent in their day-to-day dealings with others. They all trust, respect, help each other. They also keep each other informed of good news as well as bad news. Observers should share a common understanding: All participants must share a common language referring to the process Those performing the work and those inspecting the resulting Increment must share a common definition of "Done.“ 1. Inspection - Scrum users must frequently inspect the work items and progress toward a Sprint Goal to detect undesirable variances. It is an action required by everyone on the Scrum team, not by an auditor or external party. Inspections are most beneficial when diligently performed by skilled people at the point of work but should not be so frequent that it gets in the way of the work. 1. Adaptation - Adaptation is about continuous improvement - the ability to adapt based on the results of the inspection. Everyone in the team must ask this question regularly: Are we better off than yesterday? If any member determines aspects of a process and progress deviates outside acceptable limits, the team should adjust their process or work as soon as possible to minimize further deviation.
- 110. When the Scrum values commitment, courage, focus, openness, and respect are embodied and lived by the team, then transparency, inspection, and adaptation come to life and build trust for everyone. People becoming proficient in living up to those values leads to a higher personal commitment to achieving the goals of the team. The members must have the courage to do the right thing and work on tough problems as well as respect each other to be capable, independent people. Everyone focuses on the work of the Sprint and the goals of the team.
- 111. The Product Owner The Product Owner is responsible for maximizing the value of the product, which is a result of the work done by the Development Team. The Product Owner is the sole person responsible for managing the Product Backlog. The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren't. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team. Even that Scrum Master is a different role, in our current implementation of the Scrum framework, the Product Owner serves it. In this setup, the Product Owner scope is:
- 112. The Product Owner Scope is: Ensure arranging the Product Backlog to maximize value Find techniques for effective Product Backlog management. Understanding and practicing Agility. Ensuring everyone on the team has a context on the product Business goal and scope. Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next. Ensuring the Development Team understands items in the Product Backlog to the level needed. He/She is a single entry point for any communication and work that needs to be done by the Development teams. Helping the team understand the need for clear and concise Product Backlog items. Understand product planning in an empirical environment. Facilitate the Scrum events as requested or needed. Coaching the Development Team in self- organization and cross-functionality. Coach the Development Team in the framework Scrum. Help the Development Team to create high-value products. Remove impediments to the Development Team's progress.
- 113. The Development Team The Development Team consists of professionals who do the work of delivering a potentially releasable Increment - a portion of "Done" product items at the end of each Sprint. Development Teams are structured and empowered by the organization to manage their work. The result is optimized overall efficiency and effectiveness.
- 114. How Development Teams are empowered: They are self-organizing. Development Teams are cross-functional, with all the skills needed to create a product Increment. Scrum recognizes no titles nor sub-teams for Development Team members, regardless of the work performed or domains like testing, architecture, operations, or business analysis. Accountability and responsibility belong to the Development Team as a whole, despite specialized skills and areas of focus. Each team member owns his tickets and tracks their statuses during the whole process and progress as well as corresponding pull requests and branches. Each team member must ensure the reviewer and QA have enough information to test the corresponding ticket. It goes both ways; if you do not have context, ask the person to bring it to you. Each member is responsible for making sure all the dependencies on his/her ticket are taken care of, and everyone is notified as needed. Each team member can request a holiday before the upcoming Sprint, so the capacity of the team is known, there is time to find a replacement when needed and possible, and Sprint Planning can be executed properly without endangering the overall team productivity and efficiency. Technical specification documentation is part of development work (Self-documented code or product space's KB in Confluence) Functional specification documentation is a user guide made by the QA's (Academy for public features, Confluence for internal/sensitive features) Each team member logs the spent time working on a ticket daily. Each team member respects and acts with integrity and is not afraid to ask for help from his/her colleagues.
- 115. We use the Scrum Framework, and here is a list of our events and meetings. Each Sprint is time-boxed to 2 weeks. Sprint Planning, Daily Scrum, Sprint Review and Retrospective is mandatory for every member of the team. A team can only have one open Sprint.
- 116. Scrum has five events to create regularity and to minimize the need for meetings not defined in Scrum. All events are time-boxed and have a maximum duration. Once a Sprint begins, its length is fixed and cannot be shortened or lengthened. All other events may end whenever they achieve their purpose, ensuring spending an appropriate amount of time without allowing waste in the process. The five events, or as we call them, ceremonies are: The Sprint Sprint Planning Daily Scrum Sprint Review Sprint Retrospective
- 117. Scrum Ceremonies
- 118. The Sprint The heart of Scrum is a Sprint. It is a time-box of two weeks during which the Development team creates a "Done," useable, and potentially releasable product Increment. A new Sprint starts immediately after the conclusion of the previous Sprint. Sprints contain and consist of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. During the Sprint, The Development team works on the Sprint Backlog Items. The Sprint Planning marks its beginning. During the Sprint: No changes are made that would endanger the Sprint Goal. Quality goals do not decrease. In case new information comes up and the team learns more under development, the scope may be clarified or renegotiated between the Product Owner and the Development Team. Sprints have to accomplish something. Each Sprint has a goal of what to be built, a design, and a flexible plan that will guide building it, the work, and the resultant product increment.
- 119. Sprint Planning Sprint Planning is when the team plans what and how to perform as work. It needs the collaborative work of the entire Scrum Team. Sprint Planning answers the following: What can the team deliver in the Increment, which would be the result of the upcoming Sprint? How would the team achieve to deliver the Increment which they plan for the Sprint? What the team can complete in this Sprint? The Development Team works to forecast the functionality it can develop during the Sprint. The Product Owner discusses the objective which should achieve and the Product Backlog items. The entire Scrum Team collaborates on understanding the work of the Sprint. The input to this meeting is the Product Backlog, the latest product Increment, projected capacity of the Development Team during the Sprint, and the past performance of the Development Team. The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint. During Sprint Planning, the Scrum Team can also craft a Sprint Goal.
- 120. Sprint Planning How will the chosen work get done? Having set the Sprint Goal and selected the Product Backlog items for the Sprint, the Development Team decides how it will build this functionality into a "Done" product Increment during the Sprint. The Product Backlog items selected for this Sprint plus the plan for delivering them is called the Sprint Backlog. Enough work is planned during Sprint Planning for the Development Team to forecast what it believes it can do in the upcoming Sprint. The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and as needed throughout the Sprint. The Product Owner can help to clarify the selected Product Backlog items and make trade-offs. By the end of the Sprint Planning, the Development Team should be able to explain to the Product Owner and Scrum Master how it intends to work as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment. Sprint Goal The Sprint Goal is the objective the team can meet within the Sprint through the implementation of the Product Backlog items. It guides the Development Team on why it is building the Increment and which items would help to reach the goal. As the Development Team works, it keeps the Sprint Goal in mind. To satisfy the Sprint Goal, it implements functionality and technology. If the work turns out to be different than the Development Team expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.
- 121. Daily Scrum The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum happens every day of the Sprint at the same time and place. At it, the Development Team plans work for the next 24 hours. It gives an overview of the progress towards completing the goal and has the intention to optimize the probability of the team to meet the Sprint goal. It has to answer the questions: What did I do until this Daily Scrum that helped the Development Team meet the Sprint Goal? What will I do until the next Daily Scrum to help the Development Team meet the Sprint Goal? Do I see any impediment that prevents the Development Team or me from meeting the Sprint Goal? Daily Scrums improve communications, eliminate other meetings, identify obstacles to development for removal, highlight and promote quick decision-making, and improve the Development Team's level of knowledge. It is a key "inspect and adapt" meeting. The Daily Scrum is an internal meeting for the Development Team, and if others are present, the Scrum Master ensures that they do not disrupt the meeting.
- 122. Sprint Review During the Sprint Review, the Scrum Team and stakeholders collaborate about the work done in the Sprint. Attendees collaborate on the next things that could be done to optimize value. It is an informal meeting, not a status meeting, and the presentation has the intention to elicit feedback and foster collaboration. Attendees include the Scrum Team and key stakeholders invited by the Product Owner. The Product Owner explains what Product Backlog items have been "Done" and what has not been "Done." The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved. The Development Team demonstrates the work that it has "Done" and answers questions about the Increment. The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed). The entire group collaborates on what to do next so that the Sprint Review provides valuable input to subsequent Sprint Planning. A review of how the marketplace or potential use of the product might have changed is the most useful thing to do next. The Product Backlog may also be adjusted based on the discussion on this meeting to meet new opportunities.
- 123. Sprint Retrospective The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to act on during the next Sprint. The purpose of the Sprint Retrospective is to: Inspect how the last Sprint went with regards to people, relationships, processes, and tools. Identify and order the major items that went well and potential improvements. Create a plan for implementing improvements to the way the Scrum Team does its work. During the meeting, every member of the team should answer three questions: What we did well? What went wrong? What can we improve? By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint.
- 125. Product Refinement Product Backlog refinement is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During the meeting, items are reviewed and revised. The Scrum Team decides how and when refinement is held. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner. The goal of the refinement process is to have a clear understanding of every item so it can reasonably be "Done" within the Sprint time-box.
- 126. Technical Debt Session Technical Debt session is a process that brings value to product quality. Those meetings happen when needed and requested by the Development team. Their scope is to discuss technical quality-related topics and create a plan for handling the technical debt. At the end of the session, the team should have a clear idea of what is to be done and how it would happen. The Development team creates diagrams related to the desired solution or if the scope needs further investigation and time - the Product Owner creates a ticket for needed diagrams and documentation for the plan. The ticket has a responsible person and prioritization to enter in development ASAP.
- 127. Problem review and retrospective This meeting happens after we have encountered critical obstacles. We see a continuous cycle of repeated mistakes or unproductive behavior. We discuss what happened and list all the events that caused the issue. We make improvement items that we can act one, related to process, communication, and collaboration. It is essential to keep the focus on the main goal: to find better ways for us to work together. We bring transparency for finalization an item through:
- 128. Concepts
- 129. Definition of “Done” Definition of Done guides the Development Team in knowing how many Product Backlog items it can select during a Sprint Planning. Each team creates its own DoD, and then the PO puts it in each Story. As Scrum Teams mature, their "DoD" will expand to include more strict criteria for higher quality. New definitions, as used, may uncover work to be done in previously "Done" increments.
- 130. Definition of “Ready” Definition of Ready guides the Development Team in knowing if the item is ready to enter a Sprint Planning. The Development Team must grasp enough of Product Backlog item scope to be able to plan it into a Sprint and to frame some kind of commitment regarding its implementation so a Sprint Goal can be met. During Product Backlog refinement, detail, order, and estimates will be added or improved until the work on the backlog meets these criteria of "Ready". In effect, Product Backlog refinement helps to de-risk Sprint Planning.
- 131. Definition of “Ready” These considerations are often summarized as the "INVEST criteria" I (Independent). The PBI should be self-contained and it should be possible to bring it into progress without a dependency upon another PBI or an external resource. N (Negotiable). A good PBI should leave room for discussion regarding its optimal implementation. V (Valuable). The value a PBI delivers to stakeholders should be clear. E (Estimable). A PBI must have a size relative to other PBIs. S (Small). PBIs should be small enough to estimate with reasonable accuracy and to plan into a time-box such as a Sprint. T (Testable). Each PBI should have clear acceptance criteria that allow its satisfaction to be tested.
- 132. Product Backlog The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product. The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering. Requirements never stop changing, so a Product Backlog is a living artifact.
- 133. Sprint Backlog The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.
- 134. How we ensure people’s growth Performance | Compensation | Transparency
- 135. Performance How we ensure people’s growth
- 136. Providing a concrete and clear development path that leads to a secure and trustworthy environment where innovation can thrive.
- 137. Be productive (to deliver value quickly) We want our employees to: Be autonomous (to drive outcomes) Be inspired & motivated (to create and thrive) Be psychologically safe (to experiment and fail without feeling vulnerable) Be constantly growing (to achieve mastery)
- 138. We wanted to create a development path that would align with our culture, would work for employees from diverse backgrounds, at all levels of experience, and in many different (some unique) roles.
- 139. Because we are an IT knowledge-driven company, the brain of our employees is our biggest asset. To maintain our High-Performance Culture we take decisive steps not to recruit or retain employees with average performance. We believe: The incredible performance of the right people deserves unlimited opportunities to grow.
- 140. And how do you grow at Secure Group?
- 141. Whatever path you follow, you have a clear direction for development, career growth, and monetary success. Each path is composed of frameworks that cover every aspect of our business. We designed TWO growth paths you can follow Individual Contributors Path Management Path Do not necessarily want or have the right skills to manage people. This path growth is focused on the development of technical skills Develop the skills for advising and leading people. Managers are also responsible for the teams’ performance evaluations. It is possible to jump from one framework to another if you meet the technical requirements for it and if there is an opening.
- 142. On Setting the Level for New Hires During the first interview at Secure Group, we present the Management Model and the company to help potential new hires understand the way we work and what we expect. Our Tech Recruiter asks a variety of questions about the candidate’s current job, responsibilities and more. After that a Technical Task is applied and is followed by a Situational Interview with the Hiring Manager. If the outcome is positive, then the candidate receives an offer with the salary and the level that was assessed in all stages. With that in mind, and with access to the Salary grid, the candidate decides if the job suits him/her. During probation, the new hire has 6 months to prove he/she is worthy of that level. At the end of the period he/she either gets a permanent contract for the same level, or for a new level, or we say goodbye.
- 143. Levels and Steps for Individual Contributors
- 144. In the Individual Contributors Path there are 6 levels in each framework and each level has 4 steps. To move up from one level to the next is a huge milestone in terms of knowledge application, role complexity and overall scope. Steps serve as smaller indicators of growth in ownership and initiative.
- 145. Employees that take the Individual Contributor path do not have line management responsibilities. They work on developing technical skills and contribute significantly to delivering the goals and mission of Secure Group.
- 146. Each Level and Step for Individual Contributors is evaluated based on well-defined criteria as shown below: Levels Steps Knowledge Application of the KAI Job Complexity (defined in the RACI) Teamwork Informal Leadership Strategy Involvement (published in the Balanced Scorecard) Ownership Initiative
- 147. Levels for the Individual Contributors Path
- 148. Knowledge application of the KAI Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Application Understands how to use professional concepts. Continually develops professional expertise and skills. Applies relevant knowledge to find resolutions for a variety of issues on a daily basis. Possess a full understanding of tasks/projects; resolves a wide range of issues in creative ways. Has a wide-ranging experience, is capable of using professional concepts and objectives correctly in order to accomplish tasks. Has broad expertise or unique knowledge, uses a variety of skills to contribute to the development of Secure Group's business model, objectives, and principles and to achieve goals in creative and effective ways. Capable of transmitting knowledge to the other departments/employees (tech- sessions). Expert in the field uses professional concepts in developing a resolution to critical issues and broad business matters. It's recognized in the industry. Focus Your focus is on learning with guidance from others. Your focus is on continuous self-learning. Your focus is on developing through on- the-job experience. Your focus is on applying and enhancing knowledge or skill. Your focus is on broad organizational/professional issues. Your focus is strategic.
- 149. Job Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Process thinking Understands their their team's practices and processes. Follows Follows the standard practices, practices, procedures, and processes defined defined in the RACI. Sometimes focuses on team practices and processes and discusses improvements with team. Exercises judgment within defined procedures and practices described in the RACI to determine appropriate action. Frequently focuses on team practices and processes and discusses improvements with team. Demonstrates good judgment in selecting methods and techniques that act as effective solutions driving tangible results. Always focuses on team practices and processes and regularly discusses improvements with their team. Sometimes collaborates with others to improve organizational practices and processes. It is capable of exercising judgment to select and define methods, techniques, and evaluation criteria that act as effective solutions driving tangible results. Always focuses on practices and processes that affect several teams, discusses improvements with appropriate parties, and drives implementation. Usually collaborates with others to improve organizational practices and processes. Exercises independent judgment in defining methods, techniques and evaluation criteria that act as effective solutions driving tangible results. Takes ownership and responsibility for organizational practices and processes and their continuous improvement. Acts as a spokesperson for Secure Group. The employee is is informed about about the departments' playbook and the the type of information he/she he/she can find there. Uses it as a a reference to complete tasks. Shows adherence to departments' playbooks. Sometimes uses them to leverage the results of his/her tasks and projects. Shows strong adherence to playbooks and frequently uses them to leverage the results of his/her tasks and projects. Shows strong adherence to playbooks and frequently uses them to leverage the results of his/her tasks and projects. Shows strong adherence to playbooks and ensures they are spread and followed in cross-department projects. Supports the manager with content creation. Takes ownership regarding organizational playbooks, their usage, and continuous improvement.
- 150. Job Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Work Breakdown Works on limited scope issues. Understands value of rightsizing tasks. Works on problems of moderate scope where analysis of situations or data requires reviews from a manager, a tech lead or a senior employee. Before beginning work, ensures that tasks are appropriately sized with help from teammates and manager. Works on problems of diverse scope specified in the RACI where analysis of data requires evaluation of already identified factors. Reviews tasks critically and ensures they’re appropriately sized. Works on complex issues determined in the RACI where analysis of situations or data requires an in-depth evaluation of a variety of factors. Reviews tasks and projects critically and ensures they’re appropriately broken down and prioritised, and well understood by the team. Works on important and unique tasks where analysis of situations or data requires an evaluation of intangible factors. Reviews cross-team work critically and ensures it’s appropriately broken down and prioritised, and well understood by all involved teams. Works on issues that impact business success or addresses future concepts, products, and technologies. Reviews organization-wide work critically and ensures it’s appropriately broken down and prioritised across the organization.
- 151. Job Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Prioritization, dependencies Acts according to task prioritization. Understands and acts according to task prioritization. Notes dependencies. Ensures tasks are prioritized correctly, and that dependencies are noted. Ensures dependencies are noted at tasks and projects and well understood by the team. Works within their team to foster a culture of priority setting and urgency in alignment with organizational strategy. Ensures cross-team dependencies are noted and well understood by all teams involved and other relevant stakeholders. Works across teams to foster a culture of priority setting and urgency in alignment with organizational strategy. Identifies dependencies across the organization and works with other ICs to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences. Works across the organization to foster a culture of priority setting and urgency in alignment with organizational strategy. Dealing with ambiguity Understands risks and chaos are part of the organization. Usually handles risk, chaos and uncertainty within their personal scope of work effectively. Usually decides and acts responsibly without having the total picture during routine business, and when in high-pressure situations. Handles risk, chaos and uncertainty within their personal scope of work effectively. Decides and acts responsibly without having the total picture during routine business and when in high-pressure situations. Effectively handles risk, chaos, and uncertainty within their team. Decides and acts responsibly in their work with their team without having the total picture during routine business, as well as when in high-pressure situations. Effectively handles risk, chaos, and uncertainty across several teams. Decides and acts responsibly in their work across teams without having the total picture during routine business, as well as when in high pressure situations. Effectively handles risk, chaos and uncertainty across the organization. Decides and acts responsibly in their work across the organization without having the total picture during routine business, as well as when in high pressure situations.
- 152. Job Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Reliability, delivery, accountability Has daily conversation with the team about the progress of their work. Delivers on commitments with a sense of urgency. Commits to a realistic amount of work, and works with their teammates both to ensure they understand priority and urgency, and to deliver upon them accordingly. Escalates any blockers and delays to their team daily. Clarifies expectations with their teammates. Ensures their commitments are realistic, understands their priority and urgency, and delivers upon them accordingly. Anticipates and communicates blockers and delays for their work before they require escalation. Ensures expectations within their team are clarified between all parties involved. Anticipates and communicates blockers and delays within their team’s projects, before they require escalation. Ensures expectations with their team and external stakeholders are clarified between all parties involved. Successfully manages cross-team commitments, their progress, and deliverables. Anticipates and communicates blockers and delays across teams, before they require escalation. Ensures expectations across teams and stakeholders are clarified between all parties involved. Successfully manages organization-wide commitments, their progress, and deliverables. Ensures expectations across the organization and external stakeholders are clarified between all parties involved. Economic thinking Understands the importance of weighing cost and value in decision making. Asks more senior ICs and managers for help in applying this type of thinking to their tasks and projects. When taking action, weighs cost and value in order to take the most cost-effective action with help from superiors. Sometimes uses this type of thinking to make suggestions to teammates. When taking action, weighs cost and value in order to take the most cost-effective action. Uses this thinking in their own work and promotes the economic thinking towards teammates without jeoparziding quality and/or time. When taking action, weighs cost and value in order to take the most cost- effective action. Uses this thinking in their own work, and to foster a culture within their team where people apply economic thinking to make timely decisions without jeopardizing the quality. When taking action, weighs cost and value in order to make the most cost-effective action. Uses this thinking in their own work, and to foster a culture across several teams where people apply economic thinking to make timely decisions without jeopardizing the quality. When taking action, weighs cost and value in order to make the most cost-effective action. Uses this thinking in their own work, and to foster a culture within the organization where people apply economic thinking to make timely decisions without jeopardizing the quality.
- 153. Job Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Supervision Normally receives detailed instructions on different tasks. Usually receives general instructions on routine work and detailed instructions on new projects or assignments. Normally receives general instructions on new assignments/projects. Determines the methods and procedures to be followed on new assignments and acts as an advisor to other employee's activities. Acts independently to determine methods and procedures on new or special assignments. Supervises and advises the activities of others. Exercises wide latitude in determining objectives and approaches to critical assignments.
- 154. Teamwork Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Delivering feedback You respond to requests. Understands deliver feedback a useful You support colleagues. Delivers feedback to teammates when in a useful manner. You actively engage colleagues by constructive feedback encourage Delivers feedback to team's business stakeholders when opportunities arise. You motivate others to work themselves to reach the objectives. Facilitate and cross-department and cross- collaboration. You are an advisor in establishing a collaborative culture. Facilitates the delivering feedback across several well as their respective business stakeholders. Actively demonstrates behaviours. You engage in internal transformational partnerships lead to high-performance. external opportunities and culture based on feedback delivery. Actively demonstrates these Seeking and receiving feedback Sometimes out feedback their teammates and manager works to use feedback that receive as a tool growth. Actively seeks out from their teammates manager and works to feedback that they a tool for growth. Actively seeks out structured feedback their teammates and manager and works to feedback that they as a tool for growth. Works within their team and business stakeholders to culture of seeking out using it as a tool for growth. demonstrates these Works across several teams and with business stakeholders to foster a seeking out feedback and using it as growth. Actively demonstrates these behaviours. Works across the foster a culture of seeking out feedback and using it as a growth. Actively these behaviours.
- 155. Teamwork Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Effective communication Understands importance of effective communication in an audience- oriented way, in written and form. Actively listens to others and ensures are understood. Usually communicates effectively, clearly, and in an audience- way in written and both technical and non- technical subjects, to teammates. Actively others and ensures they understood. Respects time of the audience. Communicates clearly, concisely in and verbal form both technical and non- subjects, and in an audience-oriented Actively listens. Is able to communicate with a diverse team. Fosters culture of clear, concise, audience-oriented on their team, ensuring actively listen to others and understood. Actively behaviours. Respects the the audience. Is able to communicate effectively diverse set of teams. Fosters a clear, concise, effective, audience- communication across several ensuring teammates actively listen to and are understood. Actively these behaviours. Respects the time audience. Is able to communicate across the company. Fosters culture of clear, concise, audience-oriented across the company, teammates actively listen to and are understood. Actively demonstrates these Respects the time of the
- 156. Teamwork Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Knowledge Sharing Understands their work and shares their knowledge frequently their teammates. tech-sessions. Understands their work domain, their knowledge frequently with teammates. out for share knowledge. Supports the of content and/or Tech-Sessions are related to the application of tools within a defined process, with the supervision from superiors. Understands their domain, shares their knowledge frequently their teammates. out for opportunities to share knowledge and encourages others to same. Creates content and/or provides Tech- Sessions related to processes without any supervision. Fosters a culture of and knowledge sharing within team and with their team's stakeholders; actively these behaviors. Creates and/or gives Tech-Sessions to our business: concepts, frameworks etc. Fosters a culture of documentation knowledge sharing across several their respective business actively demonstrates these Identifies knowledge GAP from references and created relevant applied in Tech-Sessions. Fosters a culture of and knowledge sharing organization; actively these behaviors. You identify knowledge gaps from references and create content to be applied in Sessions. The employee is informed ut our documentation process and knows find information when needed. The employee is responsible for gathering information and for Tech Leads to create The employee is accountable and responsible for gatheri relevant data for Tech Leads to create documentation. The employee is responsible for selecting proc for Tech Leads to create documentation for the department. The employee collaborates with Tech Leads to prioritize and ensure that documentation is relevant and a variety of departments. The employee is responsible for designing organizational processes from scratch in the Tech Leads to document
- 157. Teamwork Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Collaboration When helps their teammates overcome obstacles, blockers, and complete work tasks. Gives or shares credit due. Sometimes helps their teammates overcome obstacles, resolve and complete work Gives or shares credit due. Consistently helps teammates overcome obstacles, resolve and complete work Gives or shares credit where due. Consistently works across help them resolve blockers, complete work tasks. credit is shared and given due. Consistently works across different enable them to support each other. that credit is shared and given where Consistently works across organization to enable teams support each other. Ensures credit is shared and given due.
- 158. Teamwork Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Handling change Openly shares opinions and contributes to discussions in a respectful Works with teammates to resolve disagreements healthy manner. open to their and plans based others' input. Openly shares their understands diverse and contributes to discussions in a manner. Approaches disagreement with their teammates non- with inquisitiveness. contradictory opinions basis for constructive, productive open to changing their perspective and plans on others' input. change across the team. Encourages their teammates to openly their opinions, their point of view and contributes to in a respectful manner. Approaches non-defensively with inquisitiveness. Uses contradictory opinions basis for constructive, productive open to changing their perspective and plans based on others' input. Points out the need for change across the Fosters a culture within their where people are share their opinions, function across diverse groups and contribute to discussions in a respectful manner. disagreement non- inquisitiveness, and uses contradictory opinions as a constructive, productive conversations. Is open to their perspective and plans on others' input. Makes cases for change across the different teams. Fosters a culture across several people are encouraged to share their opinions. Facilitates engagement people and contributes to discussions respectful manner, approaches non-defensively with inquisitiveness, uses contradictory opinions as a constructive, productive through surface-level disagreements expose the concerns of disagreeing and integrates these concerns into perspective and plans. Mobilizes initiate change. Fosters an inclusive culture the organization where encouraged to share their and contribute to discussions respectful manner, approach disagreement non- inquisitiveness, and use contradictory opinion as a constructive, productive conversations. Integrates disagreeing perspectives whole company into their perspective and plans. wide momentum for change.
- 159. Informal Leadership Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Decision making Understands impact of biases decision Understands accountability. Strives to be objective reflects on their own when making decisions. Holds themselves accountable for and outcomes. Raises awareness for how impact decisions and ensures accountability practiced within their Demonstrates these behaviours Takes ownership of in their team by helping their teammates make clear alignment with organizational backing decisions made, and responsibility for their Takes ownership of decisions made teams by helping them make clear in alignment with organizational backing decisions made, and taking responsibility for their success. awareness for how biases impact and ensures accountability is throughout those teams. behaviours themselves. Takes ownership of in the organization by helping colleagues make clear alignment with organizational backing decisions made, and responsibility for their Raises awareness for how impact decisions and accountability is practiced throughout the organization. Demonstrates these themselves. Facilitation Not applicable this level Facilitiates discussions their team, ensuring that everyone has an to share their opinion heard. Encourages quiet participants and ensures one person dominates conversation. Conducts discussions within their team, discussions within teams, ensuring that everyone has an opportunity to share opinion and be heard that discussion tie to goals. quiet participants and ensures no one person dominates the conversation. Facilitates discussions teams, ensuring that an opportunity to share their and be heard and that outcomes tie to goals. relevant parties are included discussions. Guides toward decisions, clarifies buy-in. Facilitates discussions across teams, ensuring that everyone has an share their opinion and be heard and discussion outcomes tie to goals. relevant parties are included in Guides discussions toward decisions, and gets buy-in. Facilitates organization-wide discussions, ensuring that has an opportunity to share opinion and be heard, and discussion outcomes tie to
- 160. Informal Leadership Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Advisement Seeks out and advisement grow their own experience. Seeks out guidance to their own experience. Sometimes advises their teammates in an open, respectful, flexible, empathetic manner. Mentors their an open, respectful, empathetic manner. out mentoring specifically to create redundancy and ability. Mentors their teammates in open, respectful, flexible, empathetic manner. Seeks mentoring opportunities to create team redundancy backfill ability. Mentors other teams as needed. Mentors across teams in an open, flexible, empathetic manner. Fosters of mentoring across teams by mentoring opportunities for others, and supports others in their mentors. Mentors across the an open, respectful, flexible, empathetic manner. Fosters organizational culture of by seeking out mentoring opportunities for themselves others, and supports others growth as mentors.
- 161. Strategy Involvement Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Driving strategic alignment Contributes to conversations based on organizational strategy and principles with teammates appropriate. Initiates conversations on organizational and principles with their teammates when Oriented towards goals works towards their goals. Conducts based on strategy and principles their teammates when appropriate to ensure alignment and cross- department alignment. Strongly oriented goals and ensures team is continuously working towards their shared goals. Fosters a culture within their of having conversations organizational strategy and principles to create Strongly oriented towards ensures their team is working towards their shared Fosters a culture across several having conversations based on strategy and principles to create Strongly oriented towards goals and several teams are continuously towards their goals. Fosters a culture across the organization of having conversations based on organizational strategy and principles to create Ensures goals are continuously worked towards across the organization. SG Knowledge Has a basic understanding their team's and SG plan, industry, market space. a basic understanding adjacent teams' business Has a basic their team's domain, and it contributes to the organization's strategy. Strong knowledge of teams' business Has a thorough understanding of their team's domain, how in the strategic map how it contributes to business strategy. Has complete adjacent teams' domains. Has a thorough their team's domain, strategy, how it's built into strategic a thorough understanding of adjacent teams' strategies, they map to their team and interaction points, and how built into strategic maps. Has a thorough understanding of team's domains, and how they the overall organizational strategy their strategic maps. Has a thorough the entire business, strategy (strategic maps), all department's domains, they contribute to overall
- 162. Strategy Involvement Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Strategic work Is aware of the organization's strategy. Understands the organization's strategy how it's related to daily work. Understands the organization's strategy how it's related to daily work. Collaborates and decides on team's work based on organization's strategy, with their teammates and employees. Sometimes work on organizational Usually involved in strategic decisions and plans. Leads cross- strategic efforts, influencing decisions achieve cross-team alignment on goals. It's directly responsible for one or more business' goals. Leads strategic decisions and plans. works at a strategic level, influencing decisions to organizational alignment on goals. Acts as a Secure Group Strategic Plan has a thorough holistic understanding of the
- 163. Strategy Involvement Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Product Roadmap Is aware of the product Understands the roadmap, the business implications and it's in discussions within the team. Understands the organization's product strategy. Constantly involved in discussions about the implications their team. Collaborates and decides on team's work based on the organization's product together with their senior employees. Thorough understanding of the market Usually involved in product-related and plans on an organizational level. cross-team strategic efforts, decisions to achieve cross-team major goals. Leads strategic decisions and plans based product strategy. works at a strategic level, influencing decisions to organizational alignment on goals. Understands utility of the product. Understands product focus, how it fits into the overall business, and sometimes makes improvement it in their area of impact. Thoroughly business model in to their current focus Sometimes roadmap feedback product team. Looks opportunities to product & technical Evaluates and creates new features in collaboration with product team. Regularly participates in the creation of team roadmap and ensures feedback. Simplifies product technical design through conversations. Recognizes product opportunities differentiators in relation to the Often helps refine roadmaps across based on technical strategy & Helps to define & create new product by changing technical strategy or Actively seeks to create or roadmaps across the with product & business counterparts.
- 164. Levels for the Individual Contributors Path – Software Engineers For the employees responsible for writing code and ensuring the quality of our product, there’s an additional category for Level evaluation that is specific to their scope. The category is divided in: • Writing Code • Testing • Debugging • Monitoring (Web Dev) • Task Understanding • Software Architecture • Security
- 165. Software Engineering Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Writing code Writes code with testability, readability, edge cases, and errors in mind. Consistently writes functions that are easily testable, easily understood by other developers, and accounts for edge cases and errors. Uses document comments effectively. Consistently writes production-ready code that is easily testable, easily understood by other developers, and accounts for edge cases and errors. Understands when it is appropriate to leave comments and focus on self-documenting code. Consistently writes production-ready code that is easily testable, easily understood by other developers, and accounts for edge cases and errors. Understands when it is appropriate to leave comments and focus on self- documenting code. Consistently writes production-ready code that is easily testable, easily understood by other developers, and accounts for edge cases and errors. Understands when it is appropriate to leave comments and focus on self-documenting code. Consistently writes production- ready code that is easily testable, easily understood by other developers, and accounts for edge cases and errors. Understands when it is appropriate to leave comments and focus on self- documenting code. Testing Knows the testing pyramid. Writes unit tests, sometimes with help from more senior engineers. Understands the testing approach of several teams, and uses quality metrics to identify gaps. Works with those teams to recommend solutions that are in accordance with accepted testing frameworks and the testing pyramid. Influences organization-wide testing strategy. Understands organizational testing approach, and uses quality metrics to identify gaps. Works with all teams to recommend solutions that are in accordance with accepted testing frameworks and the testing pyramid. Drives organization-wide testing strategy. Understands organizational testing approach, and uses quality metrics to identify gaps. Works with all teams to recommend solutions that are in accordance with accepted testing frameworks and the testing pyramid. Drives organization-wide testing strategy. Understands organizational testing approach, and uses quality metrics to identify gaps. Works with all teams to recommend solutions that are in accordance with accepted testing frameworks and the testing pyramid. Drives organization-wide testing strategy. Understands organizational testing approach, and uses quality metrics to identify gaps. Works with all teams to recommend solutions that are in accordance with accepted testing frameworks and the testing pyramid. Drives organization-wide testing strategy.
- 166. Software Engineering Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Debugging Uses a systematic approach to debug issues Proficient at using systematic debugging to diagnose all issues within the scope of their domain. Leads incident response across the engineering organization as needed. Uses systematic debugging to diagnose issues across the organization. Leads incident response across the engineering organization as needed. Uses systematic debugging to diagnose issues across the organization. Leads incident response across the engineering organization as needed. Uses systematic debugging to diagnose issues across the organization. Leads incident response across the engineering organization as needed. Uses systematic debugging to diagnose issues across the organization. Monitoring (Web Dev) Is aware of the organization's monitoring philosophy and the operational data for their team’s domain. Is aware of the organization's monitoring philosophy and the operational data for their team’s domain. Is aware of the organization's monitoring philosophy. Helps tune and change the monitoring on their team accordingly. Is aware of the operational data for their team’s domain and uses it as a basis for suggesting stability and performance improvements. Drives monitoring work on their team based on the organization's monitoring philosophy. Is aware of the operational data for their team’s domain and uses it as a basis for driving changes to the team's services to achieve stability and performance improvements. Fosters a culture of observability across several teams and helps them to use operational data to improve stability and performance of their domains. Fosters a culture of observability across the engineering organization. Helps teams across the engineering organization use operational data to improve stability and performance of their domains.
- 167. Software Engineering Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Task Understanding Understands their team's domain at a high level and can gather sufficient context to work productively within it. Has expertise in a portion of their team's domain. Has expertise in their team's domain, including the breadth of services, how they interact, and data flows between systems. Understands adjacent domains as they affect their team. Has expertise in the organization's architecture, including all domains, their bounded contexts, and how they interact with each other, and data flows between systems. Has expertise in the organization's architecture, including all domains, their bounded contexts, and how they interact with each other, and data flows between systems. Has expertise in the organization's architecture, including all domains, their bounded contexts, and how they interact with each other, and data flows between systems. Has expertise in the organization's architecture, including all domains, their bounded contexts, and how they interact with each other, and data flows between systems. Software Architecture Is aware of overall service architecture. Designs basic functions with an awareness of overall service architecture, avoiding duplication across codebases and interface- breaking changes. Architects services and systems using well accepted design patterns to allow for iterative, autonomous development and future scaling. Anticipates future use cases and makes design decisions that minimize the cost of future changes. Works across teams to foster a culture of architecture that allows for iterative, autonomous development and future scaling. Guides several teams in anticipation of future use cases and helps them make design decisions that minimize the cost of future changes. Works across teams to foster a culture of architecture that allows for iterative, autonomous development and future scaling. Guides several teams in anticipation of future use cases and helps them make design decisions that minimize the cost of future changes. Works across teams to foster a culture of architecture that allows for iterative, autonomous development and future scaling. Guides several teams in anticipation of future use cases and helps them make design decisions that minimize the cost of future changes. Works across the organization to foster a culture of architecture that allows for iterative, autonomous development and future scaling. Guides teams in the organization in anticipation of future use cases and helps them make design decisions that minimize the cost of future changes.
- 168. Software Engineering Complexity Description Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Security Understands the importance of security. Utilizes this knowledge to ask more senior engineers for help on making decisions that may have security implications. Approaches all engineering work with a security lens. Actively looks for security vulnerabilities both in the code and when providing peer reviews. Approaches all engineering work with a security lens. Actively looks for security vulnerabilities both in the code and when providing peer reviews. Fosters a security first mindset within their own team, and leads by example. Actively works with the security team, as well as their own team, to refine their team's approach to security based on the organization's security strategy. Fosters a security first mindset within their own team, and leads by example. Actively works with the security team, as well as their own team, to refine their team's approach to security based on the organization's security strategy. Fosters a security first mindset within their own team, and leads by example. Actively works with the security team to set and refine organization wide security strategy. Fosters a security first mindset across the organization. Can recognize obscure security threats that go unnoticed to others.
- 169. Steps for the Individual Contributors Path
- 170. Ownership An ownership mindset is the willingness to think big and deliver better and in a manner that adds value to the business. The essence is taking accountability not just for your own deeds but for everyone in our operating system, enabling everyone to win. Initiative Initiative is the ability to be resourceful and work without always being told what to do. It requires resilience and determination. People who show initiative demonstrate they can think for themselves and act when necessary. It requires using your head and having the drive to achieve.
- 171. IC Path Step 1 Step 2 Step 3 Step 4 Level 1 Ownership: Takes ownership of routine tasks by making an effort to work independently on them. Ownership: Takes ownership by acting on tasks and caring about the outcome. Ownership: Takes ownership for the impact of his/her results in the team's performance when executing tasks. Ownership: Takes ownership for the impact of his/her results in the organization's performance when executing tasks. Initiative: Demonstrates initiative by being accountable for the execution of his/her tasks. Initiative: Demonstrates an effort to ensure positive results when executing his/her tasks. Initiative: Demonstrates initiative by asking questions, making correlations, and learning more about the tasks/projects of the department/team in order to ensure alignment. Initiative: Demonstrates initiative by asking targeted and relevant questions about the organization's projects and expected outcomes. Makes correlations to his/her daily work in order to bring positive results. Level 2 Ownership: Takes ownership of routine tasks and constantly tries to improve his/her performance. Ownership: Takes ownership of all tasks to ensure a positive outcome. Ownership: He/she is accountable for the impact of his/her results on the team's performance. Ownership: He/she is accountable for the impact of his/her results in the organization's performance. Initiative: Demonstrates initiative to grow by searching for improvement opportunities for the execution of his/her tasks. Initiative: Demonstrates initiative to grow by focusing on how to grow his/her skills and competencies Initiative: Demonstrates initiative by finding inner motivation in contributing to becoming a high-performance team Initiative: Demonstrates initiative by showing full understanding of his/her impact on the organization's performance and striving to always deliver higher results. Level 3 Ownership: Takes ownership by showing competency and eagerness to individually own pieces of larger projects in his/her area completely. Ownership: Takes ownership by showing competency and eagerness to fully own projects and their results with the guidance of superiors. Ownership: Takes ownership by showing competency and eagerness to fully own projects that affect the team's performance, with decreasing guidance. Ownership: Takes ownership by leading the adoption of new systems/tools/methodologies and/or technologies that impact the organization's projects. Initiative: Demonstrates initiative by finding inner motivation in becoming an expert in his/her tasks. Initiative: Demonstrates initiative to grow by constantly developing his/her skills and knowledge to deliver superior results. Initiative: Demonstrates initiative by approaching the team's performance as a vital part of his/her duties. Initiative: Demonstrates initiatives through leading relevant organizational improvements.
- 172. IC Path Step 1 Step 2 Step 3 Step 4 Level 4 Ownership: Takes ownership by showing competency and eagerness to work independently and to own projects entirely, both in his/her area and cross-functionally. Ownership: Takes ownership by showing effective accountability on cross-functionally project's results. Ownership: Takes ownership by mapping improvements that would benefit the team's projects performance and communicating on it. Ownership: Takes ownership by mapping improvements that would benefit the organization's projects performance and communicating on it. Initiative: Demonstrates initiative to grow by searching for more complex development opportunities outside of his/her comfort zone and project-related. Initiative: Demonstrates initiative to grow by monitoring skills and knowledge gaps that affect his/her team's projects' results. Initiative: Demonstrates initiative to grow by searching for complex development opportunities that are related to cross- department's business functions Initiative: Demonstrates initiative to grow by searching for complex development opportunities that are related to SG industry and business structure. Level 5 Ownership: Takes ownership by showing competency and eagernes to conceive and own projects entirely, both in their area and cross-functionally. Identifies scopes and work stages to transform them into well-defined milestones for projects or initiatives. Ownership: Takes ownership by researching and leading the adoption of new approaches and technologies to scale his/her results. Ownership: Takes ownership by walking the talk, communicating its importance, and holding the teams accountable as well Ownership: Takes ownership by communicating accountability at an organizational level, ensuring his/her projects are constantly impacting positively SG results. Initiative: Demonstrates initiative to grow by bringing and communicating relevant knowledge from external sources to SG and applying on his/her tasks Initiative: Demonstrates initiative to grow by constantly applying relevant knowledge from external sources to SG and applying on his/her tasks constantly upscaling his/her results Initiative: Demonstrates initiative to grow by constantly applying relevant knowledge from external sources to SG and spreading across different departments to ensure everyone's success. Initiative: Demonstrates initiative to grow by constantly applying relevant knowledge from external sources to SG and acting like a spokesperson for the company development at all levels. Level 6 Ownership: Takes ownership by driving complex projects on which multiple teams depend on. Ownership: Takes ownership by routinely and consistently pushing forward the results of multiple teams/areas within the company. Ownership: Takes ownership by driving the conversation about employee ownership, driving team-wide consensus to develop and adopt orientation. Ownership: Takes ownership by leading the company development in all areas. Initiative: Demonstrates initiative to grow by proposing and successfully conducting SG organizational projects and developing relevant skills and knowledge for the company. Initiative: Demonstrates initiative to grow by mitigating risks that would affect the company's overall results. Initiative: Demonstrates initiative to grow by serving as a recognized authority to SG subjects within different teams. Initiative: Demonstrates initiative to grow by focusing on growing industry-related skills and knowledge and leading SG development globally.
- 173. Levels for the Management Path
- 174. In the Management Path, there are 4 Levels and 4 Steps that you can grow to. To move from one Level to the other requires a complete change in the manager’s core duties. A step is a milestone in terms of Technical Leadership, Business Leadership, Career Management and Adaptive Leadership development. Managers
- 175. Technical Leadership Technical Leadership refers to the ability to anticipate and find solutions for technical challenges. It’s completely related to our Process Management and Team Management and strategies. In this perspective we created two definitions: Completeness and Achievement. Completeness refers to setting-up, improving and adapting processes in order to cover all aspects of our business. In terms of knowledge it’s related to ensuring that all the set of knowledge in the company is mapped, defined, covered and with ceremonies defined for structured communication. Achievement on the other hand is guaranteeing the teams are accountable for the company’s processes and constantly improving and applying the needed technical knowledge and communicating effectively for us to have competitive advantage.
- 176. Business Leadership This refers to managing our strategy, overcoming strategic challenges, and setting up context for subordinates and stakeholders. Here we defined four categories: • Completeness • Achievement • Capability Assessment • Opportunity Finding
- 177. Business Leadership Completeness refers to the leader’s involvement in creating and completing strategic maps, defining, monitoring, and reporting initiatives and KPIs. Achievement is all about the teams achieving KPIs, strategic goals, and maps through successful initiatives execution.
- 178. Business Leadership – Capability Assessment It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and division's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two sub- categories: General Factors: owning the technical knowledge needed for the role, understanding the team's domain and the feasibility of their team's technical knowledge, and the needed technical knowledge at a company level. Internal Factors: the leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.
- 179. Business Leadership – Opportunity Finding Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. Exposure: refers to the ability of leaders to reinvent themselves when facing changes, market and industry knowledge, the leader's level of exposure to our challenges, and ability/approach to solve them.
- 180. Career Management Leadership Career Management Leadership refers to the ability of the leader to place the people with the right set of skills and knowledge in the team and to help them grow. In this perspective, completeness relates to having all the necessary positions in the company mapped so we can achieve our goals. It also includes if the performance evaluations and career pathing are done on-time and according to our Management Model. Achievement refers to ensuring we have high-performers filling the needed positions in the teams and that they are constantly developing and growing.
- 181. Adaptive Leadership A lot of times in our “Context, not Control” environment, as we mentioned, chaos tend to arise motivated by constant change. The Adaptive Leadership refers to the ability of our leaders to successfully conduct the teams during such moments in which the technical knowledge will not be the solution for the challenges. These moments require the teams to adapt and usually involve a change of mindset and/or attitude, but that is easier said than done, since each person tend to react differently to changes. In this scenario we considered 6 perspectives that will be introduced in the next slides.
- 182. Adaptive Leadership – 6 Perspectives Get on the balcony Ability to view distant yourself from the situation and analyze the responses of participants. It’s a mental “balcony”. When in the balcony, leaders can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other team members to engage in the adaptive challenges. Identify adaptive challenges Ability to identify challenges that require people to learn new ways of doing things, re-think their attitudes, mindset, values, and norms, and adopt an experimental mind-set open for change. Regulate distress Ability to act as a facilitator for employees to see the need for change, while ensuring they do not become too overwhelmed by the change itself.
- 183. Adaptive Leadership – 6 Perspectives Maintain disciplined attention Ability to identify and counteract any type of distraction that could prevent team members from dealing with the adaptive challenges. Get the work done Ability to place the work where it belongs being willing to be part of the challenge rather than directing its solution by providing answers from a position of a leader and ensuring the team is progressing in their work. Protect the voices from below Ability to weight and give voice to all people willing to experiment and learn. The leader incentives original voices that eventually got discouraged or silenced in the organization even if they are not as articulate as one would wish.
- 184. Managers Level 1 - Grid
- 185. Technical Leadership Step 1 Step 2 Step 3 Step 4 RACI Completeness / Core Duties •Analyzes established the role and makes an effort to them. Might define new reactive way •Sometimes focuses on about practices and processes and improvements with the team. •Sometimes might not take into consideration the other team and their duties when creating processes or executing tasks. •Frequently focuses on about practices and processes and improvements with the team. •Proactively defines processes suggests improvements taking consideration the tasks and the department. •Creates new processes that accountability. •Demonstrates good judgment in selecting methods and act as effective solutions driving results. •Always focuses on team practices processes and constantly improvements with their team and regarding processes that affect teams. •Collaborates with others to organizational practices and •It is capable of exercising select and define methods, and evaluation criteria that act as solutions driving tangible results. •Organizes department's involves needed stakeholders full team alignment, documents and proactively proposes new promote accountability. •Always focuses on practices and processes that affect several discusses improvements with parties, and drives implementation. •Collaborates with others to organizational practices and •Exercises independent judgment defining methods, techniques, and evaluation criteria. •Always promotes cross- alignment when creating new that promote accountability and the existing ones. Technical Leadership
- 186. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 RACI Achievement / Performance •Follows the standard practices, procedures, and links processes defined in the RACI to execute tasks by setting-up criteria. •Ensures processes are being successfully followed by all the stakeholders involved in them. •Processes are understood and managed proactively across the •Achieves successful process management through effective communication within the team. •Follows, reports, and improves established processes. •Ensures processes are being all stakeholders involved in them. •Processes delivers high impact on department's performance. •Achieves successful process management through effective communication within several •The processes are implemented, documented, reported, successfully executed, and managed, ensuring aspects of the department are •Ensures processes are being all stakeholders involved in them. •Process management drives solutions driving tangible results in departments.
- 187. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Completeness / Core Duties •Understands their team's and works with teammates and managers to resolve a healthy manner. •Usually identifies the purpose needed stakeholders of Might lack knowledge and/or regarding expectations and •Structures ceremonies and communicates the desired based on team needs. •Fosters a culture where people encouraged to share their function well across diverse •Builds ceremonies based on the of a variety of teams and •Encourages the team to openly their opinions, integrates their view, and coaches them to discussions in a respectful •Fosters a culture of clear, effective, audience-oriented communication with other teammates. •Effectively communicates cross- dependencies between projects aligns the efforts through successfully achieve goals in teams. •The manager facilitates between other managers, teams, stakeholders to contribute to a respectful manner. •Improves and monitors the current of different teams and serves as an in cross-team ceremonies to business needs. •Influences, plans, and leads different teams. •Re-aligns ceremonies with needs and communicates such changes. •Communicates effectively with all stakeholders, so they are fully ceremony's purpose and goals and their impact on it before the actual ceremony. •Re-aligns ceremonies with needs and market strategy. effectively on such changes. •Fosters a culture of clear, concise, effective, audience-oriented communication across the whole organization. •Ceremonies are designed to aid competitive advantage.
- 188. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Achievement / Performance •Execute some ceremonies and bring some structure to them. are encouraged to openly share opinions. •The team understands the of effective communication in an audience-oriented way, in verbal form but does not •The manager conducts based on organizational strategy principles with team members appropriate to ensure alignment. •Managers and teams contribute ceremonies in a respectful and biased manner. •Ceremonies' importance is by the team. •Actively listens to others and they are understood. Respects of the audience. •Teams have most ceremonies structured, and Managers are the execution of such have defined action steps and are reviewed as a follow-up. •The right stakeholders are involved for problem resolution clear, concise communication in and verbal form both technical technical subjects and in an oriented way. •The team is empowered to share concerns and action plans in an unbiased way and capable is of conversations based on strategy and principles to create alignment. •The teams have a shared understanding of the desired and are open to changing their perspective and plans based on input. •Most ceremonies are structured executed and have complete documentation: follow-up actions, outcomes, objectives, and level of involvement. •The teams' disagreements are approached non-defensively, and contradictory opinions are used as for constructive, productive •Communication based on strategy is assured. •Ceremonies are aligned with the needs and promote innovation unbiased, respectful discussions. •Teams are successfully regarding their impact on Secure overall strategy and have the context to achieve it. •Facilitates and inspires cross-team collaboration and collaboration with departments. •All necessary touchpoints are and successfully executed with documentation. The participants engaged throughout the process. •Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies. •The team is known for a culture of concise, effective, audience- communication, ensuring all actively listen to others and are understood. •Ceremonies promote collaboration teams
- 189. Business Leadership – Completeness/Achievement Criteria Step 1 Step 2 Step 3 Step 4 Strategy Completeness • Understands the organization's strategy and how it's related to his/her daily work. • Sometimes might not take into consideration the other team members and their strategic impact on the company. • Usually involved in discussions about the implications of the strategy for the team. • Creates tasks and campaigns aligned with strategic goals and strategic initiatives. • Defines KPIs for their own tasks, campaigns and projects. • Follows-up KPIs on a role and team level and builds action plans to achieve the KPIs successfully. • Supports senior employees regarding the definition of strategic initiatives. • The manager is fully responsible for executing strategic initiatives, projects and campaigns • Manages KPIs, and delegates tasks on a department level. Achievement • Receives tasks, projects and campaigns and successfully accomplishes them frequently, supporting the achievement of strategic goals. • Contributes to conversations based on organizational strategy and principles with teammates when appropriate. • Tasks, projects and campaigns are successfully executed according to strategic initiatives. KPIs are defined and reported. • Initiates conversations based on organizational strategy and principles with their teammates when appropriate. • Oriented towards goals and works towards their team's goals. • Ensures the department's KPIs are measured and controlled. • Strategic initiatives, projects and campaigns are created, monitored, and effectively reported contributing effectively to the business goals. • Strongly oriented towards goals and ensures their team is continuously working towards their shared goals. • Successfully controls and measures department's strategic tasks, projects and campaigns. • Conducts conversations based on organizational strategy and principles with their teammates when appropriate to ensure team alignment and cross-department alignment. • Strongly oriented towards goals and ensures their team and other teams are continuously working towards their shared goals
- 190. Business Leadership – Capability Assessment General Factors Score Definition 1 Limited Has a basic understanding of their team's overall domain and SG strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. 2 Intermediate Has a complete understanding of their team's/division domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's/division technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. 3 Experienced Has a thorough understanding of their team's/division overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's/division technical domain and has a complete understanding of adjacent teams'/division technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects, 4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
- 191. Internal Factors Score Definition 1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. 2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. 3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. 4 Exceptional Has a thorough understanding of the entire business including all department's domains. Business Leadership – Capability Assessment
- 192. Business Leadership – Total Score: Capability Assessment Capability Definition Criteria Score Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 Internal Factors 1 Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 and 2 Internal Factors 1 and 2 Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 and 3 Internal Factors 2 and 3 Defined Manager is constantly working on department's and cross-department's successfully communicating and providing strategic guidance General Factors 3 and 4 Internal Factors 3 and 4 Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 Internal Factors 4
- 193. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives Works on projects, campaigns and initiatives of moderate scope, including cross- department initiatives. Lacks understanding to notice dependencies. Works on business plans, initiatives, campaigns and projects of diverse scope in his/her department and cross- department promotes alignment and ensures dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns and cross- department projects. Ensures organizational alignment. Works on business plans, initiatives and projects that directly impact business success and investments. It’s accountable for organization- wide initiatives. Believability He/she was involved in the successful execution of a project, campaign or initiative. Successfully managed some project, campaign and initiatives achieving its major goals and have great explanation of his/her approach when probed. Successfully managed some project, campaign and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possess proven track of success and frequency on effectively managing business plans, initiatives, campaigns and projects Possess proven track of record on managing project and business plans that have company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enabling growth Score 1 1 and 2 2 and 3 3 and 4 4
- 194. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Problem- Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause- effect relationship regarding aspects of his/her project, campaign or initiative . Can explain and has the ability to articulate the success factor Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drilldown issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions. Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth. Knowledge of External Factors Does not possess market and industry knowledge Has a basic understanding of company’s industry, and market space. Has a complete understanding of company’s industry, and market space. Has a thorough understanding of company’s industry, competitors strategies and market space. Has a thorough understanding of the entire industry, competitors strategies, market, business concepts, and technical concepts. Opportunity Outlook It’s aware of the importance of being exposed to business related matters but stays passive regarding it Seeks business related matters and makes an effort to be exposed to them in order to acquire context Successfully exposes him/herself to business related matters to acquire context Consistently exposes him/herself to business related circumstances and exercises proper judgment linking knowledge to Secure Group matters Always exposes him/herself to business related circumstances Exercises independent judgment linking knowledge to Secure Group matters Leads internal efforts to provide such context to different audiences
- 195. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Communication & Approach Communication is ad-hoc and not structured.. Communication is conscious and partially structured. Communication is open, with fully defined and structured approach. Communication is open with fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possess defined and structured approach. Communication is adequate according to different audiences from different levels of influence. Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting) Performs structured risk assessment, mainly in silos and is aware of the benefits it brings to the organization Performs goal-driven risk assessment. Is aware of the benefits and deploys it across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined, Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders Relationship Building Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc) Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as an strategic partner. Manages and communicates shared goals for maximizing valued. Shares risks and rewards with stakeholders. Score 1 1 and 2 2 and 3 3 and 4 4
- 196. Business Leadership – Matrix
- 197. Career Management Leadership Step 1 Step 2 Step 3 Step 4 Workforce Planning & Development Completeness / Core Duties • No authority • Might provide insights for Level & Step Reviews when requested. • Might be asked to participate in Level & Step Reviews as a secondary reviewer. • Might be asked to participate in Level & Step Reviews as a secondary reviewer. Achievement / Performance • Sometimes helps the teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due. • Consistently helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due. • Motivates others to work with themselves to reach the team's objectives. Facilitates and inspires cross- department collaboration. • Consistently works across teams to help them resolve blockers and complete work tasks. Ensures that credit is shared and given where due. • Is an advisor in establishing a collaborative culture. • Consistently works across different teams to enable them to support each other. Ensures that credit is shared and given where due. Career Management Leadership
- 198. Adaptive Step 1 Step 2 Step 3 Step 4 Get on the balcony • Starts interpreting what see and hear • Interprets correctly what see and hear • When sitting in a meeting, practice by watching what is happening while it is happening. Can identify some behavioral patterns. • • Diagnose ability within colleagues, external stakeholders, and/or suppliers • Has the capacity to identify the issue as it is happening and to understand how today’s turns in the road will affect tomorrow’s plans Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences. From time to time acts at the right pace and with the right language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences. Consistently acts at the right pace and with the right language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide) at the right pace and language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way. People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and department) at the right pace and language according to each of them. Adaptive Leadership
- 199. Adaptive Step 1 Step 2 Step 3 Step 4 Identify adaptive challenges • Identifies adaptive challenges but doesn't act on them • Identifies adaptive challenges but and points out the need for change • Identifies adaptive challenges and acts on them reactively • Identifies adaptive challenges and acts on them by providing directions and some corporate context proactively • Willing to make a change Regulate distress • Doesn't regulate distress on the team, suppliers, and/or customers • Because there's lack of knowledge on how to act on adaptive challenges might not be able to regulate distress (ex: tells people something is wrong repeatedly but cannot explain the reasons properly causing frustration and demotivation) • Helps others recognize the need for change and monitor the stress people are experiencing • Regulates distress • Regulates distress • Keeps it within a product range Maintain disciplined attention • Doesn't maintain disciplined attention and tends to turn back to operational tasks • Usually doesn't maintain disciplined attention • Starts prioritizing tasks based on audience reactions • Very often can reframe the issue, debate it, and break it into parts. • Very often can reframe the issue, debate it and break it into parts in order to delegate effectively • Communicates on it with the stakeholders Give the work back to the people • Get the work done but might jeopardize the quality and/or delivery time. • Prioritizes the tasks that need to be done in order to get the work done • Supports corporate needs by pursuing good communication with stakeholders • Ensures productivity • Relies on system and processes • Improves system and processes to get the work done Protect the voices from below • Not applicable for this level • Not applicable for this level • Not applicable for this level • Not applicable for this level Adaptive Leadership
- 200. Managers Level 2 - Grid
- 201. Technical Leadership Step 1 Step 2 Step 3 Step 4 RACI Completeness / Core Duties •Frequently focuses on teams and/or practices and processes. Analyzes processes for the department and effort to improve them. •Occasionally focuses on cross- processes. Lacks the knowledge to accountability. •Reactively define new processes for department. •Processes are documented with levels of understanding and basic place. •Always focuses on teams and/or practices and processes ensuring well organized, are proactively and promote accountability within teams/division. •Sets up cross-department promote accountability. •Models processes according to innovative and cost-effective tools. •Takes ownership and responsibility department's practices and their continuous improvement control, communication, and report. •Improve and adjust the processes are structured, flexible in case of and always promoting Achievement / Performance •Processes are followed and communicated within the teams/division exercise judgment defined procedures and practices the RACI to determine appropriate •Ensures tasks are prioritized that dependencies are noted within teams/division. •Processes are followed and analyzed by the teams/division for improvements. •Processes are fully aligned, and managed proactively across teams/division and cross- •Ensures dependencies are noted and projects and well understood teams/division. •Works within the teams/division to a culture of priority setting and alignment with organizational •The established processes are followed by the teams/division, and reported. •Teams/division are empowered, accountable, and capable of directly the processes and defining rules for executing them enabling the focus more on people's process management. •Ensures cross-teams/division dependencies are noted and well understood by all teams involved relevant stakeholders. •The established processes are successfully followed by the controlled, and reported. •The processes are constantly and flexible in cases of changes to aspects of the department. •Identifies dependencies across the organization and works with other managers and ICs to resolve them they become an issue, and installs preventative measures to mitigate occurrences. Technical Leadership
- 202. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Completeness / Core Duties •Understands their division's and works with subordinates and managers to resolve healthy manner. •Usually identifies the purpose needed stakeholders of Might lack knowledge and/or regarding expectations and •Structures ceremonies and communicates the desired based on divisions' needs. •Fosters a culture where people encouraged to share their function well across diverse •Builds ceremonies based on the needs variety of teams and •Encourages the division to openly share opinions, integrates their point of view, coaches them to contribute to respectful manner. •Fosters a culture of clear, concise, audience-oriented communication with managers and subordinates. •Effectively communicates cross- between projects and re-aligns the ceremonies to successfully achieve different teams and divisions. •The manager facilitates between other managers, stakeholders to contribute to discussions in a respectful •Improves and monitors the needs of different teams and as an advisor in cross-division ceremonies to accomplish needs. •Influences, plans, and leads decisions in different teams. •Re-aligns ceremonies with needs and communicates on such changes. •Communicates effectively with stakeholders, so they are fully the ceremony's purpose and what is their impact on it before actual ceremony. •Re-aligns ceremonies with needs and market strategy. Communicates effectively on changes. •Fosters a culture of clear, effective, audience-oriented communication across the whole organization. •Ceremonies are designed to aid competitive advantage.
- 203. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Achievement / Performance •Eecute some ceremonies and bring some structure to them. members are encouraged to their opinions. •The division understands the of effective communication in an audience-oriented way, in written verbal form but does not •The manager conducts based on organizational strategy principles with division members appropriate to ensure alignment. •Managers and divisions ceremonies in a respectful and biased manner. •Ceremonies' importance is by the division. •Actively listens to others and ensures understood. Respects the time of the •Division and teams have most structured, and Managers are engaged execution of such ceremonies. Issues defined action steps and are reviewed as up. •The right stakeholders are effectively problem resolution through clear, communication in written and verbal technical and non-technical subjects and audience-oriented way. •The division and teams are empowered concerns and action plans in an and capable is of having conversations organizational strategy and principles to alignment. •The teams have a shared desired outcomes and are open to perspective and plans based on others' •Most ceremonies are executed and have complete documentation: follow-up outcomes, objectives, and stakeholders' level of •The teams' disagreements are approached non-defensively, contradictory opinions are used basis for constructive, conversations. •Communication based on organizational strategy is •Ceremonies are aligned with business needs and promote innovation through unbiased, respectful discussions. •Teams and divisions are communicated regarding their on Secure Group's overall and have the necessary achieve it. •Facilitates and inspires cross- collaboration and collaboration others departments. •All necessary touchpoints are and successfully executed with documentation. The participants engaged throughout the process. •Stakeholders are frequently communicated on their impact understand their role and outcomes in the ceremonies. •The team/division is known for a of clear, concise, effective, oriented communication, participants actively listen to are understood. •Ceremonies promote within divisions and teams.
- 204. Business Leadership – Completeness/Achievement Criteria Step 1 Step 2 Step 3 Step 4 Strategy Completeness • The manager is aware of the department's strategy and communicates on it with the team. • The manager defines strategic initiatives to achieve goals. The strategic map is set up with business goals and strategic theme priorities. • The manager has a thorough understanding of the team’s strategy, the interaction points with other maps and how it contributes to overall business strategy. • The manager successfully sets up KPIs to monitor and accomplish strategic initiatives and communicates effectively on strategic matters. • Has a thorough understanding of other teams' strategies, how they map to their team and interaction points, and how this is built into strategic maps. • Follows up, monitors, and reports on KPIs and strategic initiatives. • The manager has a thorough understanding of the entire business, organizational strategy (strategic maps), including other department's domains, and how they contribute to overall strategy. • Department's strategic map is successfully filled with initiatives, KPIs, and goals. Achievement • Conducts conversations based on organizational strategy and principles with the subordinates when appropriate to ensure team alignment. • The team is oriented towards goals and the strategic initiatives, projects and campaigns are achieved. • KPIs, projects, campaigns and initiatives are achieved and tasks are drilled down based on the department's strategic map. • The team is strongly oriented towards goals and it's empowered and capable of having conversations based on organizational strategy and principles to create alignment. • Initiatives, projects, campaigns and KPIs are successfully achieved, monitored, and reported. • The team is strongly oriented towards goals and due to effective communication, the manager ensures that other departments are encouraged to continue working towards their shared goal. • The team has a full understanding of the team's context and strategy and successfully contributed to Secure Group's overall strategy by achieving all KPIs, projects, campaigns and initiatives.
- 205. Business Leadership – Capability Assessment General Factors Score Definition 1 Limited Has a basic understanding of their team's overall domain and SG strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. 2 Intermediate Has a complete understanding of their team's/division domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's/division technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. 3 Experienced Has a thorough understanding of their team's/division overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's/division technical domain and has a complete understanding of adjacent teams'/division technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects, 4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
- 206. Internal Factors Score Definition 1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. 2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. 3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. 4 Exceptional Has a thorough understanding of the entire business including all department's domains. Business Leadership – Capability Assessment
- 207. Business Leadership – Total Score: Capability Assessment Capability Definition Criteria Score Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 Internal Factors 1 Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 and 2 Internal Factors 1 and 2 Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 and 3 Internal Factors 2 and 3 Defined Manager is constantly working on department's and cross-department's successfully communicating and providing strategic guidance General Factors 3 and 4 Internal Factors 3 and 4 Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 Internal Factors 4
- 208. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives Works on projects, campaigns and initiatives of moderate scope, including cross- department initiatives. Lacks understanding to notice dependencies. Works on business plans, initiatives, campaigns and projects of diverse scope in his/her department and cross- department promotes alignment and ensures dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns and cross- department projects. Ensures organizational alignment. Works on business plans, initiatives and projects that directly impact business success and investments. It’s accountable for organization- wide initiatives. Believability He/she was involved in the successful execution of a project, campaign or initiative. Successfully managed some project, campaign and initiatives achieving its major goals and have great explanation of his/her approach when probed. Successfully managed some project, campaign and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possess proven track of success and frequency on effectively managing business plans, initiatives, campaigns and projects Possess proven track of record on managing project and business plans that have company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enabling growth Score 1 1 and 2 2 and 3 3 and 4 4
- 209. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Problem- Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause- effect relationship regarding aspects of his/her project, campaign or initiative . Can explain and has the ability to articulate the success factor Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drilldown issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions. Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth. Knowledge of External Factors Does not possess market and industry knowledge Has a basic understanding of company’s industry, and market space. Has a complete understanding of company’s industry, and market space. Has a thorough understanding of company’s industry, competitors strategies and market space. Has a thorough understanding of the entire industry, competitors strategies, market, business concepts, and technical concepts. Opportunity Outlook It’s aware of the importance of being exposed to business related matters but stays passive regarding it Seeks business related matters and makes an effort to be exposed to them in order to acquire context Successfully exposes him/herself to business related matters to acquire context Consistently exposes him/herself to business related circumstances and exercises proper judgment linking knowledge to Secure Group matters Always exposes him/herself to business related circumstances Exercises independent judgment linking knowledge to Secure Group matters Leads internal efforts to provide such context to different audiences
- 210. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Communication & Approach Communication is ad-hoc and not structured.. Communication is conscious and partially structured. Communication is open, with fully defined and structured approach. Communication is open with fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possess defined and structured approach. Communication is adequate according to different audiences from different levels of influence. Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting) Performs structured risk assessment, mainly in silos and is aware of the benefits it brings to the organization Performs goal-driven risk assessment. Is aware of the benefits and deploys it across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined, Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders Relationship Building Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc) Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as an strategic partner. Manages and communicates shared goals for maximizing valued. Shares risks and rewards with stakeholders. Score 1 1 and 2 2 and 3 3 and 4 4
- 211. Business Leadership – Matrix
- 212. Career Management Leadership Step 1 Step 2 Step 3 Step 4 Workforce Planning & Development Completeness/Core Duties •Evaluations are done according to SGMM Identifies the divisions' strengths in terms of knowledge and reports frequently on it. •Open positions in the division are mapped with clear and Accountabilities needed set of (KAI) •Evaluations are done SGMM, and K-POCs are set the system with SMART goals. manager possesses strong knowledge gap awareness and designs and implements related initiatives to mitigate gaps. •Open positions in the division mapped and with clear Responsibilities and and needed set of knowledge •Evaluations are done according SGMM rules. The manager assesses and improves the KAI, communicates with the and reports on it to senior management. •All subordinates have a clear K- with SMART goals set up in the system, and the manager communicates with them objectives achievement. knowledge-sharing culture within teams/division. •Open positions in the division mapped and with clear and Accountabilities and the set of knowledge (KAI). The knows exactly what to test in candidate in terms of knowledge skills to fill in open positions •Evaluations are done according SGMM rules. Defines the team's/division competitive based on knowledge and can the best out of every member through coaching. •All subordinates have a clear K- with SMART goals set up in the system, and the manager communicates with them objectives achievement. knowledge-sharing culture within team/division and cross- •Open positions in the division mapped and with clear and Accountabilities and the set of knowledge (KAI). The knows exactly what to test in candidate in terms of knowledge skills to fill in open positions Career Management Leadership
- 213. CM Leadership Step 1 Step 2 Step 3 Step 4 Workforce Planning & Development Achievement /Performance •The Manager achieves and 4 in the overall KAI. •Subordinates are aware of what's needed to grow and managers sometimes help teammates overcome resolve blockers, and work tasks. The know, understand, and develop the KAI of their •The teams/division share knowledge in a non- way. •Gives or shares credit when working on common projects with other •K-POCs are still solely the responsibility of the The Manager doesn't act on in order to help the •Workforce planning and process are reactive and with uncertainty. •The Manager achieves Grade 3 in the overall Department KAI. •Consistently helps their to overcome obstacles, resolve blockers, and complete work teams are empowered to be developing the KAI of their roles knowledge sharing occurs in a structured way. •The teams/division are held accountable for their •Gives or shares credit where when working on common other managers. •Manager successfully guides employees for them to achieve POCs so growth is constant in division. •Desirable turnover occurs an employee whose below the company’s replaced by someone whose performance meets or exceeds expectations. •The Manager achieves Grade 5 in the overall Department KAI for •The whole team/division a successful record of up and stepping up. •The Manager avoids stagnation through and mentoring. •Consistently works with managers to support other. Ensures that credit shared and given where Knowledge sharing is structured, monitored, measured •Desirable turnover proactively: an employee whose performance falls below the company’s expectations is replaced someone whose meets or exceeds expectations. •Hiring process is usually successful due to the role definition. •The Manager achieves Grade 5 the Department KAI. •K-POCs cycle is constantly being the manager successfully communicates progress, providing directions and promoting a high-performance team. •Subordinates are empowered and responsible/accountable for their plan. The teams/division are empowered constantly sharing knowledge in a the department's KAI is achieved in and the team's/division knowledge strategy aids a competitive advantage to business. •Consistently works across the enable teams/divisions to support each Ensures that credit is shared and given due. •The manager embraces turnover in being capable of taking the best out of employees while they are in the capable of managing employees leaving coming in a healthy way. •Hiring process has a track record of successful due to correct role definition. Career Management Leadership
- 214. Adaptive Step 1 Step 2 Step 3 Step 4 Get on the balcony • Observe the relationships between subordinates • See how people’s attention to one another can vary: supporting, thwarting, or listening • Interprets data and behavioral patterns • Some ability to distant from the situation • Resists the instinct to react without analysis • Defends what's being addressed by providing data • Diagnosis ability within the team • Ability to get on the balcony • Capable of determining each stakeholder (promoters, detractors) • Navigates well between the audience • Diagnosis ability within various departments • Diagnosis ability within the organization • Capable of determining the neutral stakeholders • Identifies the needs and criteria for neutral stakeholders to address adaptive challenges • Recognized as the go-to person in terms of situational awareness Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the team and sometimes in the organization. From time to time acts at the right pace and with the right language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the team and sometimes in the organization. Consistently acts at the right pace and with the right language Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way. People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department) at the right pace and language according to each of them. Adaptive Leadership
- 215. Adaptive Step 1 Step 2 Step 3 Step 4 Identify adaptive challenges • Identifies adaptive challenges and points out the need for change • Identifies adaptive challenges and acts on them reactively • Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive • Identifies adaptive challenges • Provides context and coaching in order for the whole team to be able to balance the pros and cons Regulate distress •Regulates distress only when it's their comfort zone (meaning, they enough knowledge to provide •Starts to regulate distress outside comfort zone. •Regulates distress constantly •Creates a holding environment •Conflict management •Regulates any distress in the •Provides direction, protection, productive norms •Regulates personal distress Maintain disciplined attention • Usually is not capable of maintaining disciplined attention because of a lack of distress regulation. • Employees' actions are reactive. • Very often can reframe the issue, debate it, and break it into parts. • Communicates on it with the team • Effectively ensures Task prioritization •Promotes effective communication • Provides relevant context • Teams/divisions understands priorities • Brings attention back to the issue • Effective and clear communication at all levels Give the work back to the people • Subordinates tend to follow instructions because of the manager's authority position. • Delegates tasks effectively so people can focus on what's really important at the moment •Practices walk the talk promoting best practices • Starts empowering the team/division • Subordinates have a sense of understanding on what they should act or not at the moment but still struggle to find a way of doing so. •Ensures effective communication •Provides relevant context •Subordinates are often able to come up with prioritization and action plans to nail the challenges •Manager is a teambuilder Protect the voices from below •Encourages the teams/division to their opinion •Not always achieves the expected •Fosters a culture within their where people are encouraged to opinions. •Occasionally approaches non-defensively. •Approaches disagreement non- •Use contradictory opinions as a basis constructive discussions. •Works through "surface"-level to expose the concerns of voices. •Integrates concerns into their plans Adaptive Leadership
- 216. Managers Level 3 - Grid
- 217. Technical Leadership Step 1 Step 2 Step 3 Step 4 RACI Completeness / Core Duties •Sometimes focuses on teams/divisions practices and processes and discusses improvements with other •Analyzes current processes desired outcomes of them. •Improves the processes that meet the desired outcomes. •Always focuses on several teams/divisions practices and processes and regularly improvements with the involved stakeholders. •Monitors the processes and automation. •Collaborates with others to organizational practices and processes. •Supports the creation of other departments/divisions and suggests frequent optimization. •Reviews critically cross- department/division processes aligns them to the business market. •Analyzes measures and controls processes from different and teams/divisions. •Takes ownership and organizational practices and and their continuous •Leads process change efforts on an organizational level. •Improve and adjust the different they are structured, flexible in changes, and always promoting accountability. Achievement / Performance •The processes are continually improved and followed high impact on different team's/divisions performance. •The processes are aligned, well understood, and managed proactively across teams/departments. •Ensures cross-teams/divisions and processes are broken down and prioritized, understood by all involved teams/divisions. •Teams/divisions are effectively communicated on processes' and change. •The processes are successfully with the market strategy and outcomes. •Cross-department processes analyzed, measured, and •Processes are optimized and a competitive advantage by the company. •Change management is teams/divisions. •Different teams/departments place well-understood and well- processes that promote •Identifies dependencies across organization and works with other Managers to resolve them before become an issue, and installs preventative measures to repeat occurrences. Technical Leadership
- 218. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Completeness / Core Duties •Understands the ceremonies variety of divisions and works subordinates and other resolve disagreements in a manner. •Usually identifies the the needed stakeholders of ceremonies. Might lack and/or judgment regarding expectations and outcomes. •Structures ceremonies and communicates the desired outcomes based on different divisions' needs. •Fosters a culture where encouraged to share their and function well across groups. •Builds ceremonies based on needs of a variety of divisions teams. •Encourages the divisions to share their opinions, integrates point of view, and coaches contribute to discussions in a respectful manner. •Fosters a culture of clear, effective, audience-oriented communication with other and subordinates. •Effectively communicates dependencies between re-aligns the efforts through ceremonies to successfully goals in different divisions. •The manager facilitates between other managers, and stakeholders to contribute discussions in a respectful •Improves and monitors the needs of different divisions and as an advisor in cross- ceremonies to accomplish needs. •Influences, plans, and leads in different teams/divisions. •Re-aligns ceremonies with needs and communicates such changes. •Communicates effectively with stakeholders, so they are fully the ceremony's purpose and what is their impact on it before actual ceremony. •Re-aligns ceremonies with needs and market strategy. Communicates effectively on changes. •Fosters a culture of clear, effective, audience-oriented communication across the organization. •Ceremonies are designed to competitive advantage.
- 219. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Achievement / Performance •Execute some ceremonies tries to bring some structure them. Divisions' members are encouraged to openly share opinions. •The divisions' members understand the importance of effective communication in an audience-oriented way, in and verbal form but do not implement it. •The manager conducts conversations based on organizational strategy and principles with subordinates appropriate to ensure •Managers and division to ceremonies in a respectful non-biased manner. •Ceremonies' importance is understood by the •Actively listens to others and ensures they are understood. Respects the time of the •Divisions have most structured, and Managers are engaged in the execution of ceremonies. Issues have action steps and are reviewed follow-up. •The right stakeholders are involved for problem resolution through clear, concise in written and verbal form both technical and non-technical and in an audience-oriented •The divisions are empowered share concerns and action an unbiased way and capable having conversations based on organizational strategy and to create alignment. •The divisions have a shared understanding of the desired outcomes and are open to their perspective and plans others' input. •Most ceremonies are structured executed and have complete documentation: follow-up outcomes, objectives, and stakeholders' level of •The divisions' disagreements approached non-defensively, contradictory opinions are used basis for constructive, conversations. •Communication based on organizational strategy is •Ceremonies are aligned with business needs and promote innovation through unbiased, discussions. •Divisions' members are communicated regarding their on Secure Group's overall have the necessary context to it. •Facilitates and inspires cross- teams/divisions collaboration collaboration with others •All necessary touchpoints are and successfully executed with complete documentation. The participants are fully engaged throughout the process. •Stakeholders are frequently communicated on their impact understand their role and outcomes in the ceremonies. •The teams/divisions are known culture of clear, concise, audience-oriented ensuring all participants actively to others and are understood. •Ceremonies promote within divisions
- 220. Business Leadership – Completeness/Achievement Criteria Step 1 Step 2 Step 3 Step 4 Strategy Completeness • Establishes department's strategy maps and goals in agreement with other Level 3 managers. • Identifies and communicates cross- department opportunities. • The Manager has a thorough understanding of the organization's strategy and makes final decisions on cross-team strategic goals that will reflect on different maps. • Coordinates strategic communication with senior management to ensure strategic execution on all levels. • The Manager has a thorough understanding of the market and the industry's strategy. • Develops, modifies, and re-aligns strategic maps and business goals that have a company-wide effect to ensure innovation. • Strategic maps are successfully defined. • Leads strategic organizational decisions and plans. Consistently works at a strategic level, influencing decisions to achieve organizational alignment on major goals. Achievement • Goals are defined and communicated. •The managers are engaged through effective communication. • The teams contribute effectively to the business goals of the department. • Initiates conversations based on organizational strategy and principles with subordinates and other Managers when appropriate. • Other managers are fully equipped with strategic context to be able to drill down strategy in all levels of the departments. • The managers are oriented towards goals and the overall strategic goals of different departments are achieved. • The teams are strongly oriented towards goals and are continuously monitoring, reporting, and achieving the goals. • Strategic maps are achieved. • Fosters a culture across the organization of having conversations based on organizational strategy and principles to create alignment. • Ensures goals are understood and continuously worked towards across the organization. • Ensures that Secure Group's overall strategy is achieved.
- 221. Business Leadership – Capability Assessment General Factors Score Definition 1 Limited Has a basic understanding of their team's overall domain and SG strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. 2 Intermediate Has a complete understanding of their team's/division domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's/division technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. 3 Experienced Has a thorough understanding of their team's/division overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's/division technical domain and has a complete understanding of adjacent teams'/division technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects, 4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
- 222. Internal Factors Score Definition 1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. 2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. 3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. 4 Exceptional Has a thorough understanding of the entire business including all department's domains. Business Leadership – Capability Assessment
- 223. Business Leadership – Total Score: Capability Assessment Capability Definition Criteria Score Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 Internal Factors 1 Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 and 2 Internal Factors 1 and 2 Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 and 3 Internal Factors 2 and 3 Defined Manager is constantly working on department's and cross-department's successfully communicating and providing strategic guidance General Factors 3 and 4 Internal Factors 3 and 4 Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 Internal Factors 4
- 224. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives Works on projects, campaigns and initiatives of moderate scope, including cross- department initiatives. Lacks understanding to notice dependencies. Works on business plans, initiatives, campaigns and projects of diverse scope in his/her department and cross- department promotes alignment and ensures dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns and cross- department projects. Ensures organizational alignment. Works on business plans, initiatives and projects that directly impact business success and investments. It’s accountable for organization- wide initiatives. Believability He/she was involved in the successful execution of a project, campaign or initiative. Successfully managed some project, campaign and initiatives achieving its major goals and have great explanation of his/her approach when probed. Successfully managed some project, campaign and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possess proven track of success and frequency on effectively managing business plans, initiatives, campaigns and projects Possess proven track of record on managing project and business plans that have company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enabling growth Score 1 1 and 2 2 and 3 3 and 4 4
- 225. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Problem- Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause- effect relationship regarding aspects of his/her project, campaign or initiative . Can explain and has the ability to articulate the success factor Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drilldown issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions. Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth. Knowledge of External Factors Does not possess market and industry knowledge Has a basic understanding of company’s industry, and market space. Has a complete understanding of company’s industry, and market space. Has a thorough understanding of company’s industry, competitors strategies and market space. Has a thorough understanding of the entire industry, competitors strategies, market, business concepts, and technical concepts. Opportunity Outlook It’s aware of the importance of being exposed to business related matters but stays passive regarding it Seeks business related matters and makes an effort to be exposed to them in order to acquire context Successfully exposes him/herself to business related matters to acquire context Consistently exposes him/herself to business related circumstances and exercises proper judgment linking knowledge to Secure Group matters Always exposes him/herself to business related circumstances Exercises independent judgment linking knowledge to Secure Group matters Leads internal efforts to provide such context to different audiences
- 226. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Communication & Approach Communication is ad-hoc and not structured.. Communication is conscious and partially structured. Communication is open, with fully defined and structured approach. Communication is open with fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possess defined and structured approach. Communication is adequate according to different audiences from different levels of influence. Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting) Performs structured risk assessment, mainly in silos and is aware of the benefits it brings to the organization Performs goal-driven risk assessment. Is aware of the benefits and deploys it across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined, Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders Relationship Building Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc) Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as an strategic partner. Manages and communicates shared goals for maximizing valued. Shares risks and rewards with stakeholders. Score 1 1 and 2 2 and 3 3 and 4 4
- 227. Business Leadership – Matrix
- 228. CM Leadership Step 1 Step 2 Step 3 Step 4 Workforce Planning & Development Completeness / Core Duties •Level & Step Reviews done according to rules. •Open positions in the divisions are mapped. •Communicates with management and subordinates regarding KAI and its importance the business. •Evaluations are done SGMM, and K-POCs are set the system with SMART goals. Identifies knowledge GAP from internal references and creates relevant initiatives to mitigate •Open positions in the mapped and with clear Responsibilities and and needed set of knowledge •Fosters a culture of and knowledge sharing in the divisions. •Evaluations are done according SGMM rules. •All subordinates have a clear K- with SMART goals set up in the system, and the Manager communicates with them objectives achievement - other managers understand and what needs to be done to reach next level of their career path empowered to cascade such improvements. •Open positions in the divisions mapped and with clear and Accountabilities and needed knowledge (KAI). •Advises the Recruitment Team outlining the skills, knowledge, experience to fill in open positions. •Fosters a culture of and knowledge sharing across departments/divisions •Evaluations are done according SGMM rules. •All subordinates have a clear K- with SMART goals set up in the system, and the Manager communicates with them objectives achievement - other managers understand and what needs to be done to reach next level of their career path empowered to cascade such improvements. •Open positions in the divsions mapped and with clear and Accountabilities and the set of knowledge (KAI). •Advises the Recruitment Team outlining the skills, knowledge, experience to fill in open positions •Fosters a culture of and knowledge sharing across organization •Promotes a knowledge-sharing knowledge accountability culture several teams/divisions and departments/divisions. Career Management Leadership
- 229. CM Leadership Step 1 Step 2 Step 3 Step 4 Workforce Planning & Development Achievement / Performance •The Manager achieves in the overall Departments •Subordinates are aware of what's needed to grow and Managers sometimes help subordinates and other to overcome obstacles, blockers, and complete tasks. Gives or shares where due. •K-POCs are still solely the responsibility of the The Manager doesn't help achieve their K-POCs. •Shares their knowledge frequently with their and subordinates. •Workforce planning and process are reactive and unplanned with uncertainty •The Manager achieves tools and 4 in concepts in the Departments KAI. •The Manager successfully and coaches employees for achieve their K-POCs. •Growth is constant in the •Desirable turnover occurs reactively: an employee performance falls below the company’s expectations is by someone whose meets or exceeds •Knowledge-sharing is structured and effectively cross-teams/divisions. •The Manager achieves in tools and 5 in concepts overall Departments KAI. •The whole team/division successful record of and stepping up. •Leadership development successful. •Desirable turnover occurs proactively: an employee performance falls below the company’s expectations is replaced by someone performance meets or expectations. •Hiring process for senior employees is usually due to the correct role •Teams/divisions are and trained through initiatives and action plans, help eliminate the gaps •The Manager achieves Grade 4 in tools concepts in the overall Departments •K-POCs cycles are always being employees being and the manager successfully the progress, providing directions and and promoting a high-performance •The leaders are leveling up and time. •The manager embraces turnover in being capable of taking the best out of employees while they are in the capable of managing employees leaving coming in a healthy way. •Hiring process for senior employees record of being successful due to definition. •All departments' KAIs are achieved, sharing is structured cross- subordinates are empowered and for knowledge sharing. Career Management Leadership
- 230. Adaptive Leadership Adaptive Step 1 Step 2 Step 3 Step 4 Get on the balcony Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the team and sometimes in the organization. From time to time acts at the right pace and with the right language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the team and sometimes in the organization. Consistently acts at the right pace and with the right language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way. People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department) at the right pace and language according to each of them.
- 231. Adaptive Leadership Adaptive Step 1 Step 2 Step 3 Step 4 Identify adaptive challenges • Identifies adaptive challenges and points out the need for change • Identifies adaptive challenges and acts on them reactively • Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive • Identifies adaptive challenges • Provides context and coaching in order for the whole team to be able to balance the pros and cons and to act successfully on it Regulate distress • Doesn't regulate distress on the team and other departments • Regulates distress in a reactive way (when realizes that managers and subordinates are already under stress) • Proactively regulates distress (avoid stress before it happens) • Regulates personal distress • Protects the team from any distress • Conflict management • Provides direction, protection, orientation, and productive norms Maintain disciplined attention • Usually is not capable of maintaining disciplined attention because of a lack of distress regulation. • Employees' actions are reactive. • Very often can reframe the issue, debate it, and break it into parts. • Communicates on it with the team and other managers • Align expectations • Effectively ensures ceremonies and task prioritization •Promotes effective communication • Provides relevant context • Team understands priorities • Brings attention back to the issue • Effective and clear communication at all levels and cross-department Give the work back to the people Subordinates tend to follow instructions because of the Manager's authority position. • Delegates tasks effectively so people can focus on what's really important at the moment •Empowers team through positive influence • Promotes learning and innovation • Team builder • Subordinates start sharing vision and values in order to get the work done • Promotes a positive and creative culture • Promotes innovation • The team is empowered to get the work done • The team is secure to experiment Protect the voices from below • Encourages the team to share their opinion. •Not always achieves the expected results. • Can differentiate the "weight" of the voices • Enables managers to protect voices • Active listener • Ability to filter voices from different audiences • Promotes a culture of inclusion
- 232. Managers Level 4 - Grid
- 233. Technical Leadership Technical Leadership Step 1 Step 2 Step 3 Step 4 RACI Completeness / Core Duties • Takes ownership and responsibility for organizational practices and processes and their continuous improvement. •Defines processes at an organizational level. • Reviews critically cross department's processes and re-aligns them to the business needs, the market, and other external factors. •Identifies dependencies across departments and promotes alignment for continuous improvement. • Reviews organization-wide processes critically and ensures tasks and projects are appropriately broken down and prioritized across the organization. • Promotes an organizational corporate culture focused on effective process management. •Promotes process accountability at an organizational level. Achievement / Performance • Processes are understood, promote accountability, and are managed proactively across the organization. •Comprehension of process management in senior levels is achieved. •Ensures cross department's dependencies are noted and well understood by all senior employees involved and other relevant stakeholders. • Organization-wide processes are successfully managed and constantly improved. •Processes management delivers high impact on organization's performance. •Identifies dependencies across the organization and works with other managers and subordinates to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences. •Works across the organization to foster a culture of priority setting and urgency in alignment with organizational strategy. • Organizational process management is successfully aligned in business, market, and other external factors. •Processes are optimized and viewed as a competitive advantage by the company. •Successfully manages organization-wide processes, their progress, and deliverables. •Ensures expectations across the organization and external stakeholders are clarified between all parties involved. • Departments at all levels achieve an effective process management strategy that is structured, flexible, continuously improved and that promotes accountability. •Process management aids tangible competitive advantage for the company.
- 234. Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Completeness / Core Duties •Understands different and divisions' ceremonies works with subordinates and managers to resolve in a healthy manner. •Usually identifies the the needed stakeholders of ceremonies. Might lack and/or judgment regarding expectations and outcomes. •Structures ceremonies and communicates the desired outcomes based on needs. •Fosters a culture where encouraged to share their and function well across groups. •Builds ceremonies based on the variety of departments and divisions. •Encourages the teams, divisions and departments to openly share their integrates their point of view, and them to contribute to discussions in a respectful manner. •Fosters a culture of clear, concise, audience-oriented communication managers and subordinates. •Effectively communicates cross- dependencies between projects and the efforts through ceremonies to achieve goals in different divisions. •The manager facilitates engagement other managers, departments, stakeholders to contribute to respectful manner. •Improves and monitors the current different departments and divisions and as an advisor in cross-department and division ceremonies to accomplish needs. •Influences, plans, and leads decisions different departments and divisions. •Re-aligns ceremonies with business communicates effectively on such •Communicates effectively with stakeholders, so they are fully the ceremony's purpose and what is their impact on it before actual ceremony. •Re-aligns ceremonies with needs and market strategy. Communicates effectively on changes. •Fosters a culture of clear, effective, audience-oriented communication across the whole organization. •Ceremonies are designed to aid competitive advantage. Technical Leadership
- 235. Technical Leadership Step 1 Step 2 Step 3 Step 4 Ceremonies Achievement / Performance •Execute some ceremonies tries to bring some them. Departments and are encouraged to openly their opinions. •The departments and understand the importance effective communication in audience-oriented way, in and verbal form but do not implement it. •The manager conducts conversations based on organizational strategy and principles with other managers when appropriate to ensure •Managers and contribute to ceremonies in respectful and non-biased manner. •Ceremonies' importance is understood by the teams, divisions and departments. •Actively listens to others and they are understood. Respects the the audience. •Departments and divisions have ceremonies structured, and engaged in the execution of such ceremonies. Issues have defined steps and are reviewed as a •The right stakeholders are involved for problem resolution clear, concise communication in and verbal form both technical and technical subjects and in an oriented way. •The departments and divisions empowered to share concerns and plans in an unbiased way and are of having conversations based on organizational strategy and create alignment. •The departments and divisions shared understanding of the outcomes and are open to perspective and plans based on input. •Most ceremonies are structured executed and have complete documentation: follow-up actions, objectives, and stakeholders' level of involvement. •Organizational disagreements are approached non-defensively, and contradictory opinions are used as a for constructive, productive •Communication based on strategy is assured. •Ceremonies are aligned with the needs and promote innovation unbiased, respectful discussions. •Organization is successfully regarding the impact on overall has the necessary context to •Facilitates and inspires cross- collaboration and collaboration with divisions. •All organizational necessary touchpoints are mapped and successfully executed with documentation. The fully engaged throughout the process. •Stakeholders are frequently communicated on their impact understand their role and outcomes in the ceremonies. •The organization is known for culture of clear, concise, audience-oriented ensuring all participants listen to others and are •Ceremonies promote within all employees Technical Leadership
- 236. Business Leadership – Completeness/Achievement Criteria Step 1 Step 2 Step 3 Step 4 Strategy Completeness • The Manager has a thorough understanding of the entire business, organizational strategy (strategic maps), including all department's domains, and how they contribute to overall strategy. • Identifies and communicates cross- department opportunities and defines strategy at an organizational level. • Secure Group's overall strategy is defined • The Manager effectively communicates cross- dependencies between strategic maps and re- aligns the efforts to successfully defines them on different departments. • The Manager defines and communicates on strategic priorities with executives and shares the context with employees and other managers. • Strategic maps are defined and communicated. • The Manager has a thorough understanding of the market and the industry's strategy. • Considers external factors and builds an organizational strategy that will aid competitive advantage. • Leads strategic organizational decisions and plans. • Works with no exception at a strategic level, influencing upper management decisions to achieve organizational alignment on major goals.
- 237. Business Leadership – Completeness/Achievement Criteria Step 1 Step 2 Step 3 Step 4 Strategy Achievement • Fosters a culture within the senior management of having conversations based on organizational strategy and principles to create alignment. • Strategic themes are mostly achieved. • Majority of strategic maps under the manager’s responsibility are achieved. • Ensures Secure Group's overall strategy achieved. • Managers are successfully communicated regarding their team's impact on Secure Group's overall strategy and have the necessary context to achieve it. • Ensures Secure Group's overall strategy is overachieved. • Fosters a culture across the organization of having conversations based on organizational strategy and principles to create alignment. • Acts as a spokesperson for Secure Group Strategic Plan and has a thorough holistic understanding of the business. • Ensures that Secure Group's strategic management is part of the corporate culture.
- 238. Business Leadership – Capability Assessment General Factors Score Definition 1 Limited Has a basic understanding of their team's overall domain and SG strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. 2 Intermediate Has a complete understanding of their team's/division domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's/division technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. 3 Experienced Has a thorough understanding of their team's/division overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's/division technical domain and has a complete understanding of adjacent teams'/division technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects, 4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
- 239. Internal Factors Score Definition 1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. 2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. 3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. 4 Exceptional Has a thorough understanding of the entire business including all department's domains. Business Leadership – Capability Assessment
- 240. Business Leadership – Total Score: Capability Assessment Capability Definition Criteria Score Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 Internal Factors 1 Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 and 2 Internal Factors 1 and 2 Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 and 3 Internal Factors 2 and 3 Defined Manager is constantly working on department's and cross-department's successfully communicating and providing strategic guidance General Factors 3 and 4 Internal Factors 3 and 4 Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 Internal Factors 4
- 241. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives Works on projects, campaigns and initiatives of moderate scope, including cross- department initiatives. Lacks understanding to notice dependencies. Works on business plans, initiatives, campaigns and projects of diverse scope in his/her department and cross- department promotes alignment and ensures dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns and cross- department projects. Ensures organizational alignment. Works on business plans, initiatives and projects that directly impact business success and investments. It’s accountable for organization- wide initiatives. Believability He/she was involved in the successful execution of a project, campaign or initiative. Successfully managed some project, campaign and initiatives achieving its major goals and have great explanation of his/her approach when probed. Successfully managed some project, campaign and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possess proven track of success and frequency on effectively managing business plans, initiatives, campaigns and projects Possess proven track of record on managing project and business plans that have company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enabling growth Score 1 1 and 2 2 and 3 3 and 4 4
- 242. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Problem- Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause- effect relationship regarding aspects of his/her project, campaign or initiative . Can explain and has the ability to articulate the success factor Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drilldown issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions. Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth. Knowledge of External Factors Does not possess market and industry knowledge Has a basic understanding of company’s industry, and market space. Has a complete understanding of company’s industry, and market space. Has a thorough understanding of company’s industry, competitors strategies and market space. Has a thorough understanding of the entire industry, competitors strategies, market, business concepts, and technical concepts. Opportunity Outlook It’s aware of the importance of being exposed to business related matters but stays passive regarding it Seeks business related matters and makes an effort to be exposed to them in order to acquire context Successfully exposes him/herself to business related matters to acquire context Consistently exposes him/herself to business related circumstances and exercises proper judgment linking knowledge to Secure Group matters Always exposes him/herself to business related circumstances Exercises independent judgment linking knowledge to Secure Group matters Leads internal efforts to provide such context to different audiences
- 243. Business Leadership – Total Score: Opportunity Finding Category Definition Incomplete Initial Managed Defined Optimal Exposure Communication & Approach Communication is ad-hoc and not structured.. Communication is conscious and partially structured. Communication is open, with fully defined and structured approach. Communication is open with fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possess defined and structured approach. Communication is adequate according to different audiences from different levels of influence. Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting) Performs structured risk assessment, mainly in silos and is aware of the benefits it brings to the organization Performs goal-driven risk assessment. Is aware of the benefits and deploys it across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined, Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders Relationship Building Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc) Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as an strategic partner. Manages and communicates shared goals for maximizing valued. Shares risks and rewards with stakeholders. Score 1 1 and 2 2 and 3 3 and 4 4
- 244. Business Leadership – Matrix
- 245. Career Management Leadership Step 1 Step 2 Step 3 Step 4 Workforce Planning & Performance Evaluation Completeness / Core Duties •Communicates with employees in the Management Path for defining expectations regarding the 4 leadership categories •Leadership open in the departments/divisions mapped. •Effectively required criteria and gap for leaders for them grow •Manager communicates leaders regarding the departments/divisions performance gap •Leadership open the departments/divisions mapped and with clear Responsibilities and Accountabilities and set of knowledge (KAI) •Considers market and business strategy to set up K-POCs and fill positions. •Management layer has a POC set-up in the system and Manager Level 4 frequently communicates with them objectives' achievement. •Leadership open positions in the departments/divisions are with clear Responsibilities and Accountabilities and needed set knowledge. The Manager knows what to test in each candidate in of knowledge and skills •Communicates with leaders, so they what's required from their departments performance •Clearly communicates K-POCs to each understand and assimilate what needs to to reach the next level of their career •Leaders' open positions are defined with information and a clear view of what looking for in candidates in terms of skills, and experience. •Manager possesses the ability for and high-level networking. Career Management Leadership
- 246. Career Management Leadership Step 1 Step 2 Step 3 Step 4 Workforce Planning & Performance Evaluation Achievement / Performance • Leaders are aware of what's needed to grow and 4 sometimes help them to obstacles, resolve blockers, complete work tasks. Gives or shares credit where due. •K-POCs are still solely the responsibility of the leaders. Manager doesn't help them their K-POCs. •Management workforce and hiring process are unplanned with uncertainty. •Manager successfully leaders for them to their K-POCs. Other level managers are empowered and for defining the KAI of own divisions, and teams. •Growth is constant at organizational level. •Desirable turnover reactively: a leader performance falls below company’s expectations replaced by someone performance meets or exceeds expectations. •Leadership roles are •The whole company has a record of leveling up and Leadership development is •Manager avoids leadership stagnation through coaching mentoring. Lower-level coached and trained through knowledge-sharing initiatives action plans, which help organizational knowledge gaps. •Desirable turnover occurs a leader whose performance below the company’s replaced by someone whose performance meets or exceeds expectations. •Hiring process for leaders is successful due to the correct definition •K-POCs cycles are always being an organizational level with employees responsible/accountable for it and the managers successfully communicating progress, providing directions and promoting a high-performance culture. •The company's employees are stepping up on time. •Leaders are constantly growing in the perspectives of leadership and able to subordinates. Lower-level managers engaged in the organizational management strategy. •The Manager embraces turnover in being capable of taking the best out of leaders while they are in the company capable of managing employees coming in a healthy way. •Hiring process for leaders has a track being successful due to correct role Career Management Leadership
- 247. Adaptive Step 1 Step 2 Step 3 Step 4 Get on the balcony • Has enough market experience • Capable of making assertive assumptions. • Doesn't analyze internal data. • Analyzes internal data. • Ability to put himself/herself in different "shoes" per department in order to understand patterns. • Doesn't get attached to personal biases and it's willing to see things from different perspectives. • Recognized as the go-to person in terms of situational awareness • Engages with all types of the audience always providing insights with the support of data. • Has enough knowledge to identify other people's personal opinion to relevant information • Analyzes internal and external factors, assumptions, and market information. • Communicates effectively with managers from different departments in order to exchange context for different roles. • Understands people's behavior and anticipates them by providing enough data in order to address challenges • Knows how to navigate between completely different audiences disregarding the level Adaptive Leadership
- 248. Adaptive Step 1 Step 2 Step 3 Step 4 Get on the balcony Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the team and sometimes in the organization. From time to time acts at the right pace and with the right language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the team and sometimes in the organization. Consistently acts at the right pace and with the right language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language. Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way. People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department) at the right pace and language according to each of them. Adaptive Leadership
- 249. Adaptive Step 1 Step 2 Step 3 Step 4 Identify adaptive challenges •Identifies adaptive challenges and out the need for change. •Identifies adaptive challenges and them reactively. •Identifies adaptive challenges and them by providing directions and the context in a proactive way. •Identifies adaptive challenges •Provides context and coaching for the team/division/department to be able to the pros and cons and to act Regulate distress •Doesn't regulate distress on the teams/divisions/departments and departments. •Regulates distress in a reactive way realizes that managers are •Regulates personal distress. •Proactively regulates distress (avoid before it happens). •Succeeds in conflict management. •Protects the from any distress. •Provides direction, protection, productive norms. Maintain disciplined attention • Usually is not capable of maintaining disciplined attention because of a lack of distress regulation. • Employees' actions are reactive. • Very often can reframe the issue, debate it, and break it into parts. • Communicates on it with the managers • Align expectations cross- department and upper management • Ceremonies prioritization • Effective communication • Managers understand the priorities and are armed with the knowledge to drill it down • Provides relevant context • Brings attention back to the macro situation in which the issue arose • Effective and clear communication to senior management and upper management Give the work back to the people • Subordinates tend to follow instructions because of the manager’s authority position. • Team is empowered through effective communication and collaboration. • Manager forms strategic alliances. • Acts as a partner for the teams/divisions/departments to get done. • Approaches a long term perspective when giving the work back to people. •Promotes employee fulfillment organization-wide. Protect the voices from below • Encourages the team to share their opinion. •Not always achieves the expected results. • Active listener with the ability to filter voices from different departments. •Managers discussions and conflicts in a productive manner. • Promotes a culture of inclusion • Integrates upper management and senior management concerns into their perspective and plans • The organization is empowered to share concerns in a productive manner. •Effective communication is part of the corporate culture. Adaptive Leadership
- 250. Levels for Tech Leads Due to our leadership structure, Individual Contributors, Managers Level 1 and Managers Level 1 Step 1 and Step 2 can also be Tech Leads. In addition to the Level chart that is common for every framework in the Individual Contributor/Management Path, Tech Leads are also evaluated based on the following criteria: • Process Documentation • Training & Coaching • Ceremonies (Communication)
- 251. IC or Mgt Path Level 3 or Step 1 Level 4 or Step 2 Level 5 or Step 3 Level 6 or Step 4 Process Documentation • Understands all department processes and is responsible for writing the documentation with the review from superiors. Processes are documented with varying levels of understanding • Understands all department processes and is responsible for optimizing, prioritizing, and ensuring that the documentations are relevant and applicable to a variety of departments and audiences. Ensures cross-department process touchpoints are correctly documented. • Understands all department processes, has complete autonomy and ability to document and report on them. The employee is accountable for the department documentation and for cross-department documentations. • Understands all department processes, documents, reports on them and suggests organizational improvements. •Responsible for designing organizational SOPs and he/she is accountable for ensuring effective documentation in different departments' spaces. Training & Coaching • Supports the creation of content and gives Tech- Sessions that are related to the application of tools within a defined process, with supervision from superiors. • Creates content and provides Tech- Sessions related to processes without any supervision. • Creates content and gives Tech- Sessions about concepts, models, and frameworks that are related to Secure Group processes. • Identifies knowledge GAP from internal and external references and creates relevant content to be applied in Tech-Sessions. Ceremonies • Invited to participate in the ceremonies and makes an effort to be participative, bringing insights. Actively listens to others and ensures they are understood. Respects the time of the audience. Works to provide feedback that will serve as a tool for growth. • Actively engages in the ceremonies. Actively listens to others and ensures they are understood. Communicates effectively, clearly, concisely in written and verbal form both technical and non-technical subjects, and in an audience-oriented way. • Gives insights. Can communicate effectively with a diverse team in clear, concise, audience-oriented communication, ensuring teammates actively listen to others and are understood. Suggest improvements for the ceremonies and their outcomes. • Participates, engages, and demonstrates good judgment when suggesting improvements. Fosters a culture of clear, concise, effective, audience-oriented communication on their team, ensuring teammates actively listen to others and are understood. Facilitates and inspires cross-department and cross-team collaboration through effective communication. Tech Leads Levels
- 252. How are employees evaluated? Level and Step Review
- 253. Evaluations are done on-demand. If you feel you are ready to Level Up or Step Up, you can request a review from your manager at any time you want. After the evaluation is completed, both employee and manager will create a K-POC in our system. K-POC stands for Knowledge and Personal Objective Cycle and it explains the improvements you need to make before the next evaluation. The K-POC does not have an explicit timeline so once you complete your K-POC, you can request another review.
- 254. Some Golden Rules of our Career Development process:
- 255. On Progression or Stagnation in the Framework Level and Step Reviews can be requested at any time, but we require that employees undergo at least one evaluation per year. Any less than that is unacceptable. For Individual Contributors: If you start at Secure Group as a Level 1 or 2, you will have one year to Level UP. For Individual Contributors: If you start at Secure Group as a Level 3, 4, 5 or 6, you will have one year to at least Step UP. For Managers: If you start at Secure Group as a Step 1 or 2, you will have one year to Step UP. If you start at Secure Group in the Level A Path, you will have one year to grow and become a Level 1 on your chosen framework, including proficiency in the KAI of the framework. If you are an average performer (defined as having 2 failed K-POCs in a row) we will let you go.
- 256. On the assigned Level upon hiring You can apply for positions that are a maximum of one Level UP from your assigned Level. If you were hired for the Management Path, you can only score Level A during your probation period, unless you were hired for the Level A Path specifically. If you do not meet the expectations of the Level you were assigned upon hiring, there are two possible outcomes: We make you an offer at the salary of your Level and you will get a K-POC with clear instructions on how to Level UP in the months ahead. You can refuse and we will let you go.
- 257. On Salary increase based on the market If your Framework had an increase based on the market, in your next evaluation we will re-adjust your salary according to the new Salary Grid. We expect you to step up one in this scenario.
- 258. On changing Paths When choosing a path or when you wish to change frameworks there are 3 criteria to be followed: Job has to be big enough: meaning, is there the need of a person with your seniority for the role at that moment? You have to be a superstar in your current role. You have to be an embassador of our Management Model.
- 259. On changing Frameworks/Roles - triggered by the employee When you wish to change frameworks there are some criteria to be followed: Job has to be big enough: meaning, is there the need of a person with your seniority for the role at that moment? You have to be a superstar in your current role You have to be an ambassador of our Management Model You will be assigned a K-POC related to the new framework and you need to accomplish it before officially changing frameworks
- 260. On changing Frameworks/Roles - triggered by the company If there's a change in some department or division and the company needs to relocate employees under new frameworks or roles, there are some criteria to be followed: The company will offer a new contract with a new probation for the employee The company will only make the change official once it's agreed with the employee The employee will be assigned a K-POC related to the new framework or role and needs to accomplish it during probation
- 261. On creating K-POCs If the improvement is RACI related, the management will provide detailed instructions on how to execute/document/follow the relevant process so the employee can work on the objective If the improvement is KAI related, the employees can propose any objective they want, as long as in the end, they are able to execute a practical task based on the item of the KAI If the improvement is on mindset/attitude level (Level & Step Chart), the employees should come up with any strategy as they feel effective to Level Up - Management will point out what's the gap and the deadline so the employee can work on their personal plan - if the employee reached or not the expected improvement, it will be up to manager's evaluation supported by situations and cases officially reported in our systems (Feedback session of Small Improvements, for example)
- 262. In Conclusion We believe the incredible performance of the right people deserves unlimited opportunities to grow. We also believe that high performance deserves high compensation.
- 263. Compensation Paying top of the market drives a high-performance culture How we ensure growth
- 264. Compensation Review At Secure Group, we have a dynamic approach to compensation and regularly monitor the market, especially before hiring someone new. If we detect the market value of a given position has increased, every employee in this position gets a raise. Employees can trust that their pay will be automatically adjusted to keep up with increases in the top-line market rate.
- 265. Compensation Over Time We remain at top of the market by benchmarking our compensation against competitors and consulting with recruiting agencies. Market forces, namely changing supply and demand for specific skills, may lead to higher relative increases in pay for some people. Depends in part on inflation and economy.
- 266. We compensate based on personal success We know that rewarding the best will deliver success for Secure Group. We compensate at the top of the market, regardless of whether Secure Group’s experiences succeeds or struggles. We reward our high performers for their outstanding work and commitment to our winning team.
- 267. Good compensation practices attract the best people. The right people feel valued and empowered. They are the highest performers High performance has led them to the top of their game.
- 268. We Have a Winning Mentality We’re like the Mercedes Formula 1 Racing team. We want to win every race and will pay top rate to get the best performing drivers and mechanics. At this point you should have already realized we’re obsessed about performance. We hire people who thrive on winning: people that are high performers that work hard for the whole team to succeed.
- 269. We know our High Performance Culture is not Right for everyone Many people love our culture and stay for a long time since they thrive on excellence. However, some people prioritize stability and job security over being part of an extremely high-performance culture. We don’t tolerate journeymen, passengers and employees who stagnate. If you are not constantly improving you are falling behind and if you don’t grow, you have to go. And we are fine with that
- 270. We know our High Performance Culture is not Right for everyone We decided to be transparent about turnover and, more importantly, embrace it so our remaining employees would feel safe. We celebrate the ones who leave on good terms and make positive contributions during their stay in Secure Group. We also redesigned our business model to significantly reduce the impact of turnover on our customers, ensuring we would still be able to provide the same quality of product and level of support if someone left – which we know it’s going to happen eventually. Instead of assigning one person to each role, we created a multi-person team; if someone left, another team member would quickly onboard to take the responsibilities. We strive to document every process so knowledge wouldn't leave the company if an individual did. And we chose to accept the fact there would be turnover we couldn't address with “golden handcuffs”
- 271. We believe in transparency not only when it comes to turnover but also regarding all aspects in our business. With Performance couldn’t be different: we understand that to be a high performer means different things for different people and companies.
- 272. That’s why we created our own Management Model Career Framework to provide a clear development path for all Secure Group employees. We believe that if you don’t know what you’re supposed to do, you won’t perform – this is real Transparency.
- 273. Transparency Our Management Model is only credible if people truly believe in it How we ensure growth
- 274. Many companies create confusion around compensation rules, hoping they will get away with paying people unfairly. The outcomes are bad feeling, low morale, high turnover and toxic office politics. Completely transparent, our policy in this document is publicly available. Everyone has a right to know about career progression, how they can achieve success, and where their colleagues stand.
- 275. We keep salary rules simple and easy to understand. They are based on the levels and are public knowledge. We will introduce them in the next slides. We know you can guess what your coworker is making. It’s no big deal. People in the public service and many other jobs can figure out what their coworkers make.
- 276. This transparency policy keeps Secure Group management accountable to its principles of fairness in compensation.
- 277. Information on the Level, Step and K-POC of all employees is publicly available within the company…why? Everyone has something to aspire to. Our knowledge meritocracy is advanced. Everyone knows they are paid a fair salary, compared to colleagues. Everyone knows what gets them promoted, keeping focused on the company’s mission and not office politics. Everyone can share knowledge and help each other on their development plan.
- 278. Our Management Model increases employee freedom and guarantees alignment, enabling our growth and development of innovative people in a complex, knowledge-driven business environment. We clarify the behavior and knowledge sets that can drive you to career success and a bigger salary. Armed with this knowledge our people are empowered to take their career growth into their own hands.
- 279. How and why we ensure transparency We’ve published everything on this Wiki to help you. We want you to know exactly what you are getting into. It’s the only way to ensure that our relationship can be win-win.
- 280. Transparency is what makes us who we are. But there is always room for growth Nothing is set in stone, especially our Management Model. We learn from past mistakes and we are committed to continuous improvement in all we do.
- 281. Thank You The journey never ends, We adapt to it, We evolve with it.
Editor's Notes
- #2: Iteration of Management Path & Knowledge Management – approved by Dominic 26/10/2021 * Added new columns for Exposure and Experience (Relationship Building, Risk Assessment, Communication) * Added Strategy Completeness/Achievement in Business Leadership * Added Realms explanation
- #5: Because of analytics, we became a sum a data that englobe our living,
- #176: Anticipate and address technical challenges – processes and ceremonies Compl: Processes are adaptable and cover all aspects of business, ceremonies are defined and structured serving as touchpoints for sharing information Achievement: teams are accountable and executing effective processes while communicating effectively helping SG to achieve the objectives
- #177: Identify, find solutions and overcome strategic challenges CAPABILITY ASSESSMENT & OPPORTUNITY FINDING External because you've seen it before (experience), because you're exposing yourself (opportunity)
- #178: Identify, find solutions and overcome strategic challenges CAPABILITY ASSESSMENT & OPPORTUNITY FINDING External because you've seen it before (experience), because you're exposing yourself (opportunity)
- #179: GF Technical knowledge that a leader owns + the understanding of their team’s domain + feasibility of team’s technical knowledge. It also includes understand the tech knowledge required for the company to be run effectively IF who we are, what we do, what we offer, whats our market and industry EF what's our market and industry concepts
- #180: Experience: Ability to perform the core duties based on project and task complexity. Exposure: collaboration, ability to share feedback that become effective actions and ability to reinvent yourself
- #181: Team growth, ability to make the team accountable for their own performance, knowledge transfer Comp: performance evals and KAI/RACI definition Achievement: actual growth
- #182: Ability to lead the team through moments that require a change of mindset, attitude or behavior.
- #186: 1- Starts defining processes in a reactive way, sometimes doesn't understand the whole department dynamics and this fact can get in the way of successfully executing tasks 2- Proactively defines new processes that promote accountability and demonstrates good judgment towards the challenges and solutions 3- Always focuses on the teams processes. Starts collaborating on the improvement of organizatonal practices, promotes alignment 4- Works cross-department, promotes alignment, focuses on the processes of several teams and departments.
- #187: 1- Follows established practices, processes and procedures 2- Ensures processes are being followed by others, achieves processes management with good communication alignment 3- The main difference from Level 2 is that the processes management strategy delivers high impact on the department's performance, communicates with several teams 4- Implemented, reported, measured - drives high performance in several department's through process mgt
- #188: 1- Invited, brings insights, listen to others 2- Engages, respects the time of audience and communicates effectively with different audiences 3- Main difference is the suggestion of improvements for such ceremonies and their outcomes 4- Demonstrates good judgement when suggesting improvements, facilitates collaboration within different departments, fosters a culture of clear communication
- #190: General Factors: owning the technical knowledge needed for the role, understanding the team's domain and the feasibility of their team's technical knowledge, and the needed technical knowledge at a company level.
- #191: General Factors: owning the technical knowledge needed for the role, understanding the team's domain and the feasibility of their team's technical knowledge, and the needed technical knowledge at a company level.
- #192: Internal Factors: the leaders' Secure Group Knowledge in terms of who we are as a company and what we offer
- #194: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #195: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #196: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #202: Comp: 1- Reactively defines process. There’s still a lack of judgement or knowledge to promote accountability. The processes are documented but with different levels of understanding and basic tools in place 2- Proactively proposed and promoting accountability. Set-up cross department and models them according to innovative, cost-effective tools 3- Continuous improvement through control, communication and report 4- Improve and make them flexible in case of changes Ach: 1- Followed, communicated, team has enough context to exercise judgment on how to execute the processes they are R and A. Teams note dependencies and prioritization of tasks 2- Teams analyzes processes for improvements. Team has a sense of urgency and they promote alignment and priority setting with other teams. 3- Controlled, reported. Team is empowered and accountable, define rules and the manager is capable of focusing on people mgt 4- Processes are improved, cover all aspects of the dpt, are flexible. Identifies dependencies on an org level
- #206: General Factors: owning the technical knowledge needed for the role, understanding the team's domain and the feasibility of their team's technical knowledge, and the needed technical knowledge at a company level.
- #207: Internal Factors: the leaders' Secure Group Knowledge in terms of who we are as a company and what we offer
- #209: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #210: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #211: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #218: Comp 1- Analyze process and outcomes and improves 2- Automation, collaborates to improve org processes, supports creation of process in dif dpts 3- Analyze Cross department and aligns them to business needs and market 4- Process change management leader, flexibilize cross dpt process Ach: 1- High impact on different team’s performance 2- automatized, aligned, well understand in different teams 3- Aligned with market strategy and business outcomes, optimized and are a competitive advantage for SG 4- Change management is effective, different dpts and teams execute well and are accountable
- #219: 1- identifies purpose and stakeholders, structures the ceremonies, communicates regarding outcomes and fosters a culture of effective communication in different teams 2- builds ceremonies of a variety of teams 3- improves and monitors ceremonies of different teams 4- aligns ceremonies to market and business strategy
- #222: General Factors: owning the technical knowledge needed for the role, understanding the team's domain and the feasibility of their team's technical knowledge, and the needed technical knowledge at a company level.
- #223: Internal Factors: the leaders' Secure Group Knowledge in terms of who we are as a company and what we offer
- #225: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #226: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #227: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #239: General Factors: owning the technical knowledge needed for the role, understanding the team's domain and the feasibility of their team's technical knowledge, and the needed technical knowledge at a company level.
- #240: Internal Factors: the leaders' Secure Group Knowledge in terms of who we are as a company and what we offer
- #242: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #243: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy
- #244: - Experience: the majority of people's learning and knowledge comes from on-the-job experiences that equip them with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, leaders build the knowledge of how their role reflects on and is affected by the roles of others. - Exposure: Problem solving abilities due to exposure to challenges. This supportive element assists in making learning self-driven and more autonomous. - Education: a smaller portion of knowledge comes from a more formalized approach to learning, with courses, formal training, and e-learning which are contemplated in our Training Benefit Policy