Culture Audit Results Connect Engage Grow Talent
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Culture Audit Report
Table of Contents Executive Summary ............................................................................................................... 3 Assets and Liabilities ............................................................................................................. 4 Assets ................................................................................................................................ 4 Both an Asset and a Liability .............................................................................................. 4 Liabilities ........................................................................................................................... 5 Audit Findings ....................................................................................................................... 7 Connect ................................................................................................................................. 7 Culture .............................................................................................................................. 7 Communication ................................................................................................................. 8 Recruiting Selection Hiring ............................................................................................... 9 Engage ................................................................................................................................ 10 Onboarding ..................................................................................................................... 10 Grow ................................................................................................................................... 11 Career Development ........................................................................................................ 11 Describe Mobiquity Today ............................................................................................... 12 POSITIVE Words… ............................................................................................................ 12 NEGATIVE Words… .......................................................................................................... 13 Three Year Vision ............................................................................................................. 14 Recommendations .............................................................................................................. 15 Best Practices .................................................................................................................. 17 Next Steps ........................................................................................................................... 19 Appendices ......................................................................................................................... 20 A: List of the interviewees ............................................................................................... 21 B: Interview Questions..................................................................................................... 22 C: Culture ........................................................................................................................ 23 D: Recruiting, Hiring, Onboarding ..................................................................................... 25 E: People ......................................................................................................................... 26 F: Communication............................................................................................................ 27 G: Three Year Vision ........................................................................................................ 29 H: Nettie’s General Observations .................................................................................... 30
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Culture Audit Report
Executive Summary Cindy to complete this section Nettie will work in graphics
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Culture Audit Report
Assets and Liabilities Changes at Mobiquity must be done with a complete understanding of what’s working for the company, and what’s getting in the way. As the company moves forward, it will be important to leverage assets and minimize (or eliminate) liabilities. Based on our interviews and observations, here is a summary of Mobiquity’s Assets and Liabilities.
Assets •
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There are big thinkers at the top who are highly respected both within the company and in the industry. Primarily Bill and Scott, but others were consistently mentioned, such as Andrew and Susan. The leadership team was described by one employee as “tremendous,” and this sentiment was expressed by others. “Bill has a spirit of full disclosure,” one employee said. “He paints a vision with his words.” This is an era of opportunity for the mobile industry — the time is now for Mobiquity. “We’re solving challenging problems that have never been solved before,” said an employee. “We are changing the way a client thinks; change behavior,” said another. “We are generating excitement in multiple disciplines.” For the individuals at the company, it’s the right time to be at Mobiquity. “We’re on the ground floor of opportunity,” one employee said. “We have the opportunity to build an organization from scratch,” said another. “Every new office is like a start-up.” Mobiquity has a high-profile client list, many of which are in the Fortune 200. The company uses cutting edge technology. It is strong in strategy and execution. Mobiquity is consistently seen by employees as a company that wants to do the right thing in the important areas of culture, resources, and hiring and retention. The company has benefited from buzz in New England, and is starting to get buzz in the Southeast, West Coast, Midwest, and New York Bill is recognized as a leader in the mobile industry, and has had high-profile features in influential business publications. People hired in the last several months exhibit energy and passion, and fit into categories of those who will provide leadership and energy to propel the company forward. People are joining the company ready for adventure, willing to create a company into which they will happily invest time, talent and energy.
Both an Asset and a Liability •
There are several references to the idea that the company will be sold in three years. This is an asset, because people like to be associated with a “winner.” It is a liability because it can keep people from forming long-term attachments and fuel the feeling of instability. In addition to other comments, asked where Mobiquity would be in three years, one person simply answered, “Sold.” “Probably acquired,” said another.
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Culture Audit Report •
The word that is often used to describe the company is challenging. This is interpreted as a liability when people think it is challenging to get good work done within existing systems; yet an asset in the fact that many who work at Mobiquity feel that they consistently get to do challenging and rewarding work.
Liabilities •
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There is a lack of (or an appearance of a lack of) documented processes and procedures overall: HR reporting, training, hiring, retention, onboarding, communications, project planning and nearly every important area of the business. “We grew too fast without defined processes,” said one employee. “We have bad habits.” The onboarding experience is nearly universally unsatisfying, especially important at the rate of new hires coming into the company. Nearly everyone had a different experience at the beginning of his or her work with Mobiquity. In one example shared, four people started at the same time from the same office, but were not introduced and did not interact with each other. “Some hiring managers do a great job and set up their own onboarding process, others don’t bother,” said one employee. There is inconsistent communication, which exhibits itself in numerous ways that range from a perceived detachment of executives and the remote feeling of satellite offices to the confusion about who works where and what they do. There are numerous mentions about the quality of the executive vision, yet a lack of communication of this vision to all corners of the company. There is consistent confusion about goals, both for individual work and projects and the company overall. One employee described it like this: “I knew some of the expectations and goals upfront, but they were very rough.” Others described priorities as unclear, and expressed confusion about “How much time you should spend on a client’s project.” There is no articulated long-term plan and strategy that has been shared with the staff. The culture is undefined, and people are allowed to define it themselves. Remote offices feel like the “step-child”; there is a perception of “Boston vs. everywhere else”; it’s a “heads-down” culture; and there is “lip service” to the idea of culture. The selection and hiring process is not strategic, and that results in “filling jobs”, taking too much time to hire and hiring the wrong people. Inconsistent practices and no strategic process or hiring process to follow. “Hiring managers are filling seats, not recruiting for the company,” said one employee. Few employees have referred or said they would refer friends and colleagues to Mobiquity. Mobiquity is out there looking for new talent, people are not looking for and finding Mobiquity. Numerous mentions of “burn out,” stemming from a lack of support, communication and follow-through on promises made in the hiring or expansion phase. Mismanaged projects also contribute to this. There is a perception among some that bad hires are allowed to linger in place, poisoning the culture and affecting quality of work. (CTO, previous CMO, CCO, two people in sales.) “Everyone is aware of this problem,” said one employee.
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Culture Audit Report Liabilities, cont’d. • • • •
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The word “chaotic” is used a lot to describe Mobiquity. So is challenging and fragmented and siloed. Retention is an issue, connected to the fact that career-development paths are not defined for existing and new employees. There are limited metrics in place to gain a true understanding of talent acquisition, turnover and other critical HR measurements. There are varying levels of industry buzz about the company, as well as inconsistent messaging on executive LinkedIn profiles and references to an “out-of-date website.” The way Mobiquity is talked about is inconsistent, and there are no key messages and talking points guiding public conversations. Many employees are unable to articulate the company’s value proposition or values. The physical office environment in Waltham takes a hit in many interviews. “Too third-world looking.” “Eyesore.” “Difficult to attract young talent.” One person said he was interviewed in Starbucks, another in a diner, all because the office would give the wrong impression. Office space in other areas (NYC and San Francisco) is also criticized.
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Culture Audit Report
Audit Findings
Connect Culture The absence of a defined culture at Mobiquity leaves a void that allows employees to reach their own conclusion about culture. The result is often contradictory descriptions of what the company’s culture is: “Chaotic.” “Clearly a start-up.” “Dynamic.” “Listless ship.” “Flexible.” “I was told about the culture when I was hired,” said one employee. “But that culture didn’t turn out to exist.” How Mobiquity employees describe the culture is highly dependent on location and work groups. Some believe they work in an adversarial environment, others that their work location is a “step-child” to the corporate office. People shared a desire for more interaction, collaboration and consistency. “I don’t feel like we are on the same team,” said one employee. “I don’t see efforts being made to bridge the gaps — everyone is very heads-down,” said another. Numerous employees expressed disconnect from the overall mission of Mobiquity, and disconnect from each other. “You need to be able to reach out and get to know other people, but you have to do this on your own.” When asked what it’s like to work at the company, these words were commonly used: Changing, fluctuating, fragmented, limbo, not cohesive, siloed, territorial and uncertain. “There needs to be some important changes in the culture and company before this is a place where people enjoy coming to work,” said one employee. Many people balanced their confusion about the culture with optimism that Mobiquity leadership “gets it” and wants to create an enviably culture. “I believe we want to be different than we are now,” said one employee, a feeling echoed by others.
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Culture Audit Report
Communication Employees cite communication as problematic in a number of areas, many of which affect their ability to do their job well. People crave improved communication, and believe it will not only improve their job performance, but connect them to others at Mobiquity in a way that will create a more innovative and nimble culture. “The environment here keeps you from communicating,” said one employee. There is confusion about priorities, specific job requirements and general expectations. “I wasn’t told the specifics (of the assignment) at the onset,” one employee said. “If I knew them, I would not have wasted time, or I could have done something different. I needed to know what to focus on.” Another said: “We deliver on time, it’s just not always clear what exactly it is we’re delivering.” Employees want communication that will create a more inclusive culture, including information about new hires, the company’s goals, prospects and clients. Higher-level employees understand more, but Mobiquity’s vision and values are diluted as they move through the ranks. “Bill has clear passion and vision, but it’s not pushed down and communicated throughout the organization.” Many see the benefits of cross-team communication, an effort that helps everyone understand more about what’s going on in the company and how their job fits into the bigger picture. “You need to be able to reach out and get to know other people, but you have to do this on your own.” Communication is especially critical to those who work outside the Mobiquity hub in the Boston area. Remote locations feel isolated and left to their own interpretations of what’s happening. “We need to be a better job of communicating,” one employee said. “People fear what they don’t know.”
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Culture Audit Report
Recruiting Selection Hiring Recruiting new talent at Mobiquity can be characterized today as “Hunting.” Even with buzz about the company generated in New England and elsewhere, recruiters are seeking new talent rather than talent seeking out Mobiquity. More often than not, the company finds people to fill seats on projects without recruiting the type of person or personality profile that is a good culture fit. One employee describes recruiting as “spotty but getting better”… and another chimes in with, “we have been bailing water for the past three months with trying to get new recruiters to get up to speed.” This supports other opinions expressed in interviews that the recruiting process “needs a lot of work at every stage” and there has been “little to no support from recruiters” during the hiring process. Selection tends to be a conversation to convince someone to come to work at Mobiquity. Employees say descriptions used include tremendous leaders, diverse opportunities, premier accounts, learning from the best, opportunity to grow and help build a culture. The recruiting sales pitch is inconsistent and does not always excite potential employees, especially if they are able to gather additional information about Mobiquity and see that turnover is high, processes are inconsistent, and “chaotic” is a word that is used to describe work. Asked if they would recommend Mobiquity to a friend, an employee said, “I think I would. They would need to understand it is a start-up and have to be able to wear different hats – chip in and do your own work. Someone coming from State Street would not do well here.” Once someone learned more about Mobiquity, first impressions ranged from: “Saw it was an adventure” to “Not sure what they were – product company, consulting firm …” In our interviews, people described first impressions as energy-fast moving-right place-right timegood people-passion-my next opportunity to learn from smart, knowledgeable people. Many sited awkward and uncomfortable interview locations such as diners and Starbucks because the office was not open or it would give the wrong impression. Descriptions of the interview process ranged from lack of follow-up (“It took two to three months for a recruiter to contact me”) to near-immediate hires. In either case, employees were unable to gain a clear picture of what they were getting themselves into. One employee said, “I expected a little less chaos than I have seen.” The inconsistencies left negative impressions, clearly identifying Mobiquity as a “Company evolving from start up to adolescent.” When asked what Mobiquity is looking for in a good hire, answers fell into three categories: People who push the envelope, those who are willing to take risks and intellectually carry us; people who can provide steady stewardship that enables us to deliver; and people that are looking for an opportunity not just a job. The current reality is Mobiquity is still “filling seats,” getting A- and B+ players and not consistently attracting talent.
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Culture Audit Report
Engage Onboarding Formal onboarding does not exist at Mobiquity. Common descriptions of onboarding include the words “bumpy” and “inefficient.” Employees with more than one year at Mobiquity may have attended a MEOW (Mobiquity Employee Onboarding Workshop), a one-day onboarding experience. Most described it as adequate, but said they did not really learn what they needed and had to get most information about their job on their own. Admin and HR onboarding is pretty consistent and deemed “Okay.” Asked if they had the right equipment available to be productive immediately, the overall feedback was “No.” It usually took several days to get it, and for some, it was the “wrong type of computer.” The involvement of Hiring Managers in onboarding varied. One location offers a fiveweek long program with teambuilding; another spent a few hours with a new hire talking about high-level concepts about the job; and another set up a buddy system. No employee mentioned a plan that was developed just for them when they started at Mobiquity. An example of the haphazard approach to onboarding is summed up in this example: Four new people from New York started in Boston at the same time. They stayed in the same hotel and were not told about each other. They were all working with a different group and missed an opportunity to build team across functions. They realized they were with the same company when they ran into each other at the hotel. If they have been coordinated, that group could have traveled together, rented one less car and had someone others to eat dinner with. Employees described individual onboarding experiences as frustrating. A new hire said, “No one shows you how to do things … you have to learn on your own.” Another employee said that on the first day, no one took him around the office. Another employee said he “Showed up at 8:00 and no one got to the office until 9:00 to let him in. I finally got to paperwork at 10:00.” All complained that there was no formal process and they did not know who was who in the office. No organization charts were given out and no introductions were made.
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Culture Audit Report
Grow Career Development Career development is non-existent at Mobiquity. As new hires are brought into the organization there is no mention of a career path. One employee said, “I thought I would be moving into a management role and oversee three to five people. That hasn’t happened yet. Currently, I am the key person on a single project.” There was a general sense of frustration due to the lack of expectations and promotion opportunities. “I want to know where I am how I can get onto a bigger project,” said one employee. Another mentioned the lack of structure around titles saying, “You negotiate the title you want but it is difficult to determine where someone is based on their title.” Without specific job descriptions and core competencies identified this will continue to be an issue. When asked what they would like from the organization to build personal and professional skills, many had ideas focused around industry and technology training, including learning and practicing using the most current technology. If an employee knows this information “We can offer this up to clients and really present Mobiquity as an innovative provider,” said one employee in our interviews. There are: “Lots of opportunities but you have to be a self-starter,” said another. Many echoed similar desires to “set career expectations, goals and objectives.”
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Culture Audit Report
Describe Mobiquity Today POSITIVE Words‌
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Culture Audit Report
NEGATIVE Words‌
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Culture Audit Report
Three-Year Vision The combined responses from the question, “Where will Mobiquity be in three years?� are identified in the word cloud.
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Culture Audit Report
Recommendations The following recommendations build on the Assets and address the Liabilities: Craft a clearly defined statement that can be used to describe the Mobiquity “persona.” It all begins by identifying Mobiquity’s culture. Then we build a descriptive statement will help employees, recruiters, hiring managers and the Communications group talk enthusiastically about Mobiquity. This description will illustrate who Mobiquity is, what the company stands for, and it’s values. This description will help prospective employees identify if Mobiquity is the type of company they are looking to join, as well as help current employees clearly articulate why a friend or colleague should join Mobiquity.
Create a clear description of the ideal person to hire that will fit the Mobiquity culture. To decrease turnover and guide sourcing and selecting of the right talent, it is critical that a clear profile of the type of talent to hire and grow with Mobiquity is created and consistently used as part of the hiring process. This goes beyond a job description and a list of competencies. This should create a picture of the personality characteristics that can be used in the acquisition process as part of the behavioral interviewing process.
Develop a strategic onboarding process. Onboarding is a long-term talent development process that helps new, recently acquired, or internally promoted talent become fully engaged and culturally aware members of Mobiquity. Mobiquity’s onboarding process should promote cross-functional programs that enroll HR, the hiring manager, co-workers, stakeholders and leadership in a process that assures long-term success and shortens the assimilation process. Creating a systemic onboarding initiative that begins the moment a new hire accepts the job and continues through the first year of employment would provide an opportunity for Mobiquity to engage and growth of their talent.
Create, document and share processes and procedures for key areas of Mobiquity, including onboarding; hiring; and learning and development. There is little documentation that exists that clearly documents critical processes and procedures to support the onboarding and assimilation of new employees, as well as knowledge transfer. With the current and expected growth rate of Mobiquity, it is critical that knowledge not walk out the door, and processes and systems be developed to capture this information and store and share it for easy access.
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Culture Audit Report Create key messages, talking points, tactics and expectations for Internal Communications. One of the key marketing resources for Mobiquity is its own staff. Every employee must be equipped with the right information with which to talk about the company. Employees should consistently answer these questions: What is Mobiquity? What does Mobiquity do? What makes Mobiquity different? What’s it like to work at Mobiquity? What is the company’s vision? Beyond marketing and promoting the company, a strong internal communications system will reinforce the desired Mobiquity culture and connect employees and offices to each other.
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Culture Audit Report
Best Practices Best Practices can be developed as Mobiquity matures. The following are ideas and suggestions identified by employees during the interview process.
People – Acquisition • •
Stop hiring kids out of college. We need to hire people with experience to work in a company the size of Mobiquity When establishing a new office hire in that city or at least the same coast.
Human Resource practices • •
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More formal structure on Human Resource training: expense report, travel, admin tools process and paperwork Before day one the following needs to be prepared and ready to go: - Equipment set up - Biz cards - Desk Single point of contact at HR
Onboarding • • • •
• • • •
Hiring Manager sends out an email announcement when a new person starts to introduce that person (do this consistently) Organization chart(s) Seating Charts and map: helpful to know when a new person starts and where they are Company directory - Bios to pull all the info about someone together with a picture – who’s who - Easy access to org chart – dept, name (job/title) - Know what locations people are Name of people on their workspace (signage) Name tag Buddy or mentor Understand how we do business
Performance Management • • • • • • •
Set up expectations Set career expectations, role and set objectives Agree on value set and accountability Job training – show examples, where to get resources, who to go to Performance feedback and coaching Career pathing Career development
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Culture Audit Report Communications • • • • •
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Goals driven top down Company information in a month by month basis: where the company is revenue, growth, etc, Email 1x week with names of new people – helps by acknowledging who they are but still can’t put a name to a face Interaction with other offices Crisply document articulate and reinforce the vision, goals and values - Who we are - Where we are going - How we will get there Online directory – list people’s skills and past projects they have worked on Tag reports – a system in which you submit a final report that highlights 5 key things you have done (Identify SME) – these are tagged and searchable (Currently someone sends out an email and hopes someone replies) Sales and marketing strategy map -- use something like this throughout the organization
Building Teams • • •
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Quarterly or bi-annual company meeting – intro new people and each does own intro with something fun or random told about themselves Weekly company meetings or calls – focus on: New people, new prospects, new products or clients’ Have a strong person in each office to keep the office cohesive, keep up morale, pull people together as a team, - “Keep people from feeling like they are contractors” Teambuilding – relationship building: Get together 1x month as a company team
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Culture Audit Report
Next Steps
Communications Roll-out Plan & Documentation
The Culture Audit Audit Report Delivered: 8. 15 Audit Review: 8.16 with Susan and Jackie
First Draft Communications Plan & Review: 9.27 Second Review with Cindy, only: 10.3 Communications Plan Delivered: 10.11
Debrief Meeting COOL Company & Communications Workshops COOL Company “Persona” Workshop: 9.9
Project debrief with Susan & Jackie: Week of 1.0.4
Next Steps
Communications Brainstorm Session: 9.11 COOL Company Synopsis Report: 9.11
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Culture Audit Report
Appendices The following Appendices represent the full body of information gathered in the employee interviews. It is generally unedited, without comment from the interview team. It is presented here as supporting information to this Culture Audit Report. A: List of the interviewees B: Interview Questions C: Culture D: Recruiting, Hiring, Onboarding E: People F: Communication G: Three Year Vision H: Nettie’s General Observations
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Culture Audit Report
A: List of the interviewees PARTICIPATED
DID NOT PARTICIPATE
Adler, David
Homrich, Daniel J.
Brower, Paul A
Afkhami, Ashkan
Hopewell, Jonathan R
Carounanidy, Oudaya
Bayer, Michael L
Kayali, Tarif
Charkin, Sergey
Becky
Keough, John H
Chen, Jun
Bell, Benjamin H
Leonardis, Daniel
Desantis, Patrick
Berry, Cydney L
Lux, Virginia
Figueiredo, Antonio
Bonner, Robert J
MacDonald, Barbara A
Hodgson Jr, George Patrick
Bowler, Alexander
Newman, Jeffrey
Khushoo, Rahul
Brooks, Craig
Norman, Andrew
Nunes, Matthew S
Burns, Martin
OConnell, Sean
Roebuck, Rhet S
Carmichael, Melissa B
Palmacci, Matthew S
Speca, Daniel L
Cohen, Daniel M
Rollin, Stephen T
Specht, Robert A
Condrick, John
Rozal, Gregory M
Stedman, Rachael K
Croft, Trevor S
Rybka, Andrey
Evans, Joel A
Sanborn, Randall
Fabiano, Michael A
Seibel, William A
Fong, Katherine
Snyder, Scott A
Foster, Jaclyn
Sonberg, Kenneth
Foster, Justin D
Welsh, Michael
Freeley, James
Wilkins, Sarah
Garesche, Edmond
Wiss, Serena
Harding, Christopher
Wooten, Carl E
Hiser, Andrew J
Yu, Raymond
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Culture Audit Report
B: Interview Questions How did you hear about Mobiquity? What were your first Impressions? What are the types of people Mobiquity should hire? What is your sales pitch? What is the Value Proposition or Values? Describe the Company Culture… Describe the Environment… Tell me about the Hiring / interviewing / Onboarding process… Why did you join Mobiquity? What words would you use to describe Mobiquity today? What does Mobiquity do best? What are the current challenges that could turn into opportunities? Specifically around:
• • • •
Culture Recruiting/Selection Onboarding Growth
What are some Best Practices Mobiquity should develop? What would you like to see around Personal / Professional Development? Where do you see Mobiquity in three years? Describe Mobiquity in three years?
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Culture Audit Report
C: Culture DESCRIBE THE COMPANY CULTURE Accountability and responsibility Adversarial Bravado at the top in some positions (CSO, CCO, CTO-CA) Busy Changing Chaotic Clearly a start up Competitive
In-formation – this company is not easy to identity the perceptions; unclear, (struggle to describe) It scares me Limbo Lip service Listless ship Mix of people – some great, some not so --can’t see how they differentiate
Confused
Mixed - Inconsistent – (original set up was silo’s and there is still some of this)
Confusing
No cross interviewing
Difficult to execute
Non-collaborative
Disparate parts
Not cohesive
Disturbing
Opportunities to establish culture
Do not lead by example
Personal responsibility to get work done
Don’t feel like we are on the same team
Rudder-less
Don’t see efforts being made to bridge the gaps – very heads down
Self-reliance
Dynamic Flexible
Siloed – by function but also this starts at the to
Fluctuating
Stability with senior management – Bills vision and direction
Fragmented
Storming
Frantic
Territorial
I don’t talk about it
Transitioning now
I would like more interaction
Trying to bind alignment
I’m right – it is someone else’s problem
Uncertain Undo suffering of staff
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Culture Audit Report
DESCRIBE THE ENVIRONMENT Challenging - deadlines and budgets Challenging – open space, no privacy, hard to make phone call Distracting Eyesore Generally supportive Good people- people who mean well Helpful to have areas to conduct phone calls, and cubicle walls Impersonal – lack of personal connection Impersonal – sterile Inconsistency in how organization is managed Interesting – different work, different projects IT issues – phones, WebEx, hard for remote offices Leading edge Low morale Need more integration of people and collaboration – siloed approach to work and collaboration Noisy – not productive Not a lot of fun
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Culture Audit Report
D: Recruiting, Hiring, Onboarding HIRING / INTERVIEWING / ONBOARDING PROCESS Spotty but getting better – We have been bailing water for the past 3 months – new recruiters to get up to speed Lack of support outside of their roles: Marketing, PR, People do not know about us Ex) Forbes article about Bill – did not get market attention Problem with employee engagement -- people say – “that’s not my job” 4 people have resigned in the last 24 hours – 3 were on the same client project, one resigned because of a bad manager Onboarding process – bumpy and inefficient Ex: 4 new people from NY started in Boston at the same time. Stayed in the same hotel and were not told about each other. They were all working with a different group and missed an opportunity to build team across functions. Was not coordinated. Frustrated on how to do things – no one shows you how – have to learn on your own Computer needs – wrong type of computer Expected a little less chaos than I have seen
NEW HIRING PROCESS Alex makes all the offers Letter is signed off Handoff to Alex for IT Serena does benefits and new hire packet Hiring Managers expect HR do it all Struggle to get help from Hiring Mgrs Some hiring managers do a great job and have set up their own onboarding process, others don’t bother No formal onboarding process Aside from Benefits and HR paperwork – on the first day HR does not have anything else to really share with new hires Nixed MEOW – ineffective, hard to do remotely Gainesville has their own program We are going to create a Manager’s Guide to help onboard: Role specific responsibility of Hiring Mgr HR – company Expectations of new hires Varies from person to person This is based on what they expect from the hiring process
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Culture Audit Report
E: People 1: People WHO PUSH THE ENVELOPE … who are willing to take risks; intellectually carry us. We should not be satisfied with ordinary, and you need a certain population that is extraordinary. Mobiquity is not about delivering the expected. • • • • • • • • • •
Smart Committed Enthusiastic Hard working Attitude Enthusiasm Energy Learn continuously Passionate Horsepower – raw and smart
2: People who can PROVIDE STEADY STEWARDSHIP that enables us to deliver. • • • • • • • • •
Successful in the past Value not letting each other down – hold up your commitment People care about the right thing Focused on success of clients Fun and nice – integrity to do the right thing Into careers – self propelled Understand services not just product Manage time: be able to work really hard on something and just end it – and move to the next thing. Can’t defend your idea – you need to walk away. Work independently w/o a lot of oversight: Please yourself; Generate ideas and be innovative
3: People that are looking for an OPPORTUNITY NOT JUST A JOB • • •
Nice factor – no jerks – have to play well with others Involvement in communities – home, online Socially outgoing people
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Culture Audit Report
F: Communication VALUE PROP “Enterprise Class of Mobile Solutions” Standalone + Web enabled business process + professional services to deliver To deliver transformative solutions by leveraging the power of mobile and digital. Bringing the best of innovation combines with the best of implementation. Cross disciplinary model focused expertise to leveraged to deliver mobile solutions to the enterprise Nice to identify and hold each other accountable to them Org: best mobile service provider in the world Mission, performance -- does not understand what good looks like Never been stated and don’t really know what they are
VALUES $$$ - all focused on financial reporting: efficiency, sales, booking #s Satisfaction, employee engagement (I survey last year on Cust Satis)
WHY DID YOU JOIN MOBIQUITY? Mobile Industry
Leadership
Market – rapidly growing and transformational Loved the space from afar Work in a hot space Right space – mobile Small company in a mobile space Start up and emerging mobile space Industry space, Mobiquity story Start-up culture Massive Opportunity Mobile application – cool space New and exciting liked the space and it was a welcome change from what I was doing before
Right team to navigate the times and change Faith in Bill Was impressed with Bill – felt he could learn from him “Our visions were aligned.” Susan’s mentorship Grow the company with Susan and Martin Martin Leadership (HR-Susan)
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Culture Audit Report Organization and Vision
Skills and Professional Development
Mobiquity is a powerhouse – great reputation Opportunity to build teams Liked the rest of the organization – knowledge and competence Problem solving focus The magnitude and impact of the business Personal opportunity to build brand and capabilities Grow teams and this was a great opportunity Potential – how Susan talked about the potential and leaders Was sold on their aggressive growth pattern and business model Work was good – systems integration
Getting into something that needs his skills – scaling a business Opportunity to work on mobile full time Did not have to go through a lot of skill testing More experience Career change – go in-house UX field a long time and wanted to do more mobile design Liked the UX process Mobiquity uses
Clients
Location
Love the clients Size of the clients – big projects
West Coast office – ground floor opportunity Opportunity to build an org from scratch – new office is like a start-up
Other Feel in love with what they do More opportunities to make an impact Adventure “More than I wished for” Ready to leave his old company Competitive pay Rolled his company into this org to be agile and go after larger clients Trust (past experience) Felt good to be called by a past colleague Experience – different type of company Team People to work with Was the right role – at the right time
Mobiquity Culture Audit Report 8/12/2013 6:31 PM
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Culture Audit Report
G: Three-Year Vision Recognized solutions North America player Europe Sustainable product Consistently recognized solutions Independent Social impact Growing Cool Unique services to Great things clients Thought leader Unique opportunities Enclaves
for employees
Mob lab
Success
Accessibility to experts
Sold
Fun
Transformational
Don’t take ourselves too seriously
Name brand
Free thinking Specific domain Leadership Acquired
Plentiful
Recognition Pervasive Go to Mobiquity if you want it done the right way. We do
Success
Stable
Failure
Cares about the people
Global Successful Thought leader Industry leader Bigger Diversified structure Stabilized growth
Quality (like Disney or apple) Deliver value and deliver on our promise Coordination and direction
Diversified portfolio
Virtual workforce feels a part of the organization
Acquired
Fun
IPO
Unique
Early stages
Love being here
Merger
Sense of ownership
Exciting time
New opportunities
Dedicated
Open
Matured client-base
Exciting
Mobiquity Culture Audit Report 8/12/2013 6:31 PM
Amazing work High level of communication interactive
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Culture Audit Report
H: Nettie’s General Observations While the purpose of this report is to share information from employees, we have also included general observations from Nettie. These observations are drawn from her limited time on site talking with employees, with the full understanding that those who know Mobiquity best have additional context to add to these observations.
OFFICE ENVIRONMENT: WALTHAM • • • • • • • • • •
Heads down office Working hard Little communication - interaction No excitement Not a fun place to work Not stimulating Mostly men Senior/experienced people On 7.24 – it was the first time I saw people laughing, communicating – felt energy Do see people helping each other
LEADERSHIP • • • •
Management does not lead by example Management is siloed in Wellesley Very different views of the company and their role Cannot tell me the values, no consistent pitch about the company.
PEOPLE • • • • • • • • • • •
Distracted Honest Not a fun group -- but can laugh at themselves and the company Know each other – history Know the + and –‘s of the organization Realize they are in growth mode Realize they are in need to process, organization, systems Like the work and the industry Like the industry they work in – exciting New people are much more excited than the older personnel – have a different energy and enthusiasm (HR, recruiting and GM West Coast) New folks are proud of what they can contribute
Mobiquity Culture Audit Report 8/12/2013 6:31 PM
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Culture Audit Report
OTHER • • • • •
Projects come before the people and company Even though they get a first bad impression – the industry, scope of work and customers they are excited to join the company Want to grow with the organization Every siloed organization No onboarding process
Mobiquity Culture Audit Report 8/12/2013 6:31 PM
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