Behind the Scenes at Global-Roam

Frequent readers to this blog will have noted an organogram included in a post made back in January that identified the organisation structure and responsibilities that existed at the start of the year.

Since that time, our business has been evolving fairly rapidly – with a fair number of changes already completed (and a number still to go) in order to ensure that we really can deliver on our primary core value of “Customers First!”.

When I have a bit more time, I will post in more detail about some of the other developments that have been completed, or are still in progress – in this post I just wanted to ensure you were aware that last Monday (22nd March) we were delighted to have someone start with us as our new General Manager for Discerning, Developing and Delivering the Software our Customers Want.

The title is a bit of a mouthful, so he will shorten it in most cases – but he will certainly be specifically focused on delighting our growing customer base with the software we develop.

I will let him introduce himself in his own time, so stay tuned for more …

On Friday last week (5th March) at Beer O’clock, we brainstormed about what it means (to us) to share the primary value of “Customers First”.

We will continue this process in subsequent weeks with the aim of identifying the specifics of what each core value means to us, and how we (and others) can hold ourselves accountable.

The following is a shortened list of some of the points made during the brainstorming session (a fuller list is here as a restricted post).

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Beginning in early March, I have been progressively posting about each of our core values.

A.  Why focus on Values?

To provide context – i.e. to provide the reason why we do what we do.

Increasingly in future, we will be referring back to these core values to provide us a grounding as our business grows – they will define the basis for our culture (the way we do things around here).

It is through reference to these values that we will be able to rapidly grow our number of clients with only a relatively small growth in the size of our team.

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Here’s another back-dated post, with a date chosen shortly after Joel’s post to which it refers.  I’ve done this to ensure that these comments are read in context.

My apologies to those for whom this practice offends – as noted before, I believe ICT is an enabler, not an ends in itself (or, to put it another way, I am not interested in form without substance).

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1)     Introduction to Joel’s Post

Back on November 1st, Joel Spolsky made a post for Inc magazine entitled “Does Slow Growth Equal Slow Death?”.

One of the guys in the office found this, and it stimulated a bit of discussion internally about where our bus is headed (on a restricted post).  This was good, as we had commenced our Autopsy 2 process. read more »