|
|
|
This set of organization-related documents focuses mainly on how we work, organize ourselves and collaborate.
|
|
|
|
It does not address engineering practices, onboarding and mentoring, company strategy, etc., which are addressed in other documents and other sections of the [operational handbook wiki](https://git.sinergise.com/operations/wiki/-/wikis/handbook/README).
|
|
|
|
|
|
|
|
This set of documents is intended to be read with the references when context or reasoning is not clear. Readers should not expect the document to cover all situations or be detailed enough to avoid any misinterpretation. But details can be explained and misinterpretations corrected through discussions or [GitLab issues](https://git.sinergise.com/operations/wiki/-/issues) and the document can be amended when deemed necessary.
|
|
|
|
|
|
|
|
## The Organizational Structure
|
|
|
|
|
|
|
|
We work in stable self-organizing teams.
|
|
|
|
The teams decide on how they organize their work internally.
|
|
|
|
Each team has a team coordinator, acting as an interface to the rest of the company.
|
|
|
|
We work on our projects in product mode,
|
|
|
|
with a product owner who assumes those management responsibilities that cannot be shared within the team.
|
|
|
|
Upper management manages the company on the level of teams.
|
|
|
|
|
|
|
|
The following documents detail each type of organizational unit or role:
|
|
|
|
- [Teams](/organization/Organization-of-Teams)
|
|
|
|
- [Team Coordinator Role](/organization/Team-Coordinator-Role)
|
|
|
|
- [Products and Product Owner Role](/organization/Organization-of-Products)
|
|
|
|
- [Upper Management](/organization/Upper-Management)
|
|
|
|
|
|
|
|
----
|
|
|
|
|
|
|
|
## Background
|
|
|
|
|
|
|
|
### Guiding Principles for Organizing Ourselves
|
|
|
|
|
|
|
|
In addition to the [company vision](/Our-Mission-and-Vision) and [values](/Sinergise-Core-Values),
|
|
|
|
the following principles are applied when thinking about Sinergise's internal organization:
|
|
|
|
|
|
|
|
- **People**. The company is full of interesting people and one can learn a lot from them. High standard of interpersonal relationship and communication are maintained. Things are told out loud and directly, strange/fishy communication is avoided and discouraged.
|
|
|
|
- **Disagreement**. It is encouraged and appreciated that personal opinions and disagreement are shared openly. Even the owners are open and public with their disagreements among them, which forces them to consider various aspects before making decisions and protects company from any personal interests.
|
|
|
|
- **Freedom and Trust**. People appreciate the freedom to organize their time and work. They accept the responsibility that comes with it and the fact that they are trusted that they would do their best.
|
|
|
|
- **Accessibility**. The management and senior staff are accessible. If someone has a problem, they can go straight to them and they would take the problems seriously and try to help.
|
|
|
|
- **Safety**. Problems and mistakes can be openly discussed. Pointing fingers is avoided. Even when someone does something wrong, the whole context of mistake and intentions are also considered.
|
|
|
|
- **Stability**. Sinergise is a financially stable and successful company.
|
|
|
|
|
|
|
|
|
|
|
|
### Main Objectives of the Current Organization
|
|
|
|
- work in small, self-sufficient groups — *aim to maintain speed and agility of a small company*;
|
|
|
|
- each part of the work process is well understood by many people — *avoid personal gardens and low bus factor*;
|
|
|
|
- allow organizing without employing middle management — *aversion to middle management is deeply rooted in the company culture*;
|
|
|
|
- support individuals to better understand their own professional goals and help them develop their potential — *explore individual’s potential and motivate them to grow and seek opportunities*;
|
|
|
|
- encourage knowledge exchange between teams — *we need to avoid personal gardens evolving into team gardens*;
|
|
|
|
- improve team's learning — *constantly and iteratively improve how we work and increase efficiency*;
|
|
|
|
- increase added value per employee — *resulting in increased compensation*.
|
|
|
|
|
|
|
|
### Historical Background
|
|
|
|
|
|
|
|
The current organization of the company is a result of a reorganization effort that we completed in 2018. The [document that formed the basis of that effort](https://git.sinergise.com/operations/docs/-/blob/master/reorganization.pdf) can provide more information about the situation and thinking that lead to the current company structure.
|
|
|
|
|
|
|
|
|
|
|
|
----
|
|
|
|
Document history:
|
|
|
|
|
|
|
|
|Date|Author|Change Description|
|
|
|
|
|----|------|------------------|
|
|
|
|
|2021-04-30|mkadunc|Migrated and adapted from [the original reorganization PDF](https://git.sinergise.com/operations/docs/-/blob/master/reorganization.pdf)| |
|
|
|
\ No newline at end of file |