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Much of what we do in Axelerant’s day-to-day operations is defined by V2MOM documents that tie back to our Being Axelerant and /wiki/spaces/AH/pages/3510009928. Each domain and some smaller groups have a V2MOM they jointly work towards.
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The vision is the 6-month to 3-year targeted high-level context, AKA desired outcome of what to accomplish.
Values
While Axelerant’s values themselves remain don’t change, there might be other intentional meanings, behaviors, and attitudes of values that can might change per group besides additional values themselves. For example:
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Methods
These are ways we will go to accomplish what we’ve declared to do. These are often qualitative, inspirational reasoning , or intended behaviors of how a group will fulfill its V2MOM.
Towards focus, the number of methods should be reasonable, like no more than five. Hopefully, it will be in a prioritized order, so we might know that precedence towards decision-making.
It would be best if you considered to consider the outcomes of methods like meaningful intent and unintended behaviors. Then, optionally, prioritize methods practices by department ownership, improve external interactions, improve internal operations, and develop our people.
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Encourage customer retention by providing staffing services in a consistent and meaningful manner.
Create a sustainable Axelerant by generating consistently profitable revenue.
Improve cross-functional morale and engagement clarity by removing silos between teams.
Ensure role success through clarity of role expectations
Increase sales opportunities because of our industry-leading quality assurance practices
Demonstrate Axelerant's relevance as a leader in the Drupal ecosystem
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E.g., Development environments change from project to project; NPS data isn’t clearly connectable to projects and their team members.
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Desired outcomes, measures, and metrics are used to determine when the V2MOM is a successsuccessful. Typically, these are something we're working towards on an ongoing basis. One-off measures, like documentation, should be considered a method, obstacle, or outcome than a metric.
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