The way a company is run is called the business model or operating system is how a company is run. With a hat tip to our engineering background, Axelerant's operating system is simple. We bind people through all levels of the organization through a common why, what, and how. The following are ways we apply them at Axelerant.
...
Marc Benioff, CEO of Salesforce, introduced the V2MOM over 20 years ago to focus their collective energy towards success via constant communication and complete alignment with the help of a management process based on aspects of Vision, Values, Methods, Obstacles, and Measures.
Much of what we do in Axelerant’s Axelerant's day-to-day operations is defined by V2MOM documents that tie back to our Being Axelerant. Each domain and some smaller groups have a V2MOM they jointly work towards.
The V2MOM enables Axelerant to clarify what we’re we're doing and then communicate it clearly to the relevant domain through these five points, which create a management framework for alignment and leadership:
...
Alignment: Every V2MOM aligns with V2MOM, ensuring that all team members work toward the same goal. In addition, everyone can see how their work is connected to the bigger picture.
Priorities: Using V2MOMs to manage how team members spend their time and resources make makes it clear to everyone what tasks are most important to the company. E.g.For example, please Don’t Don't ask people to work on something inconsistent with their V2MOM.
...
Each domain should have a shared, high-level strategy document as part of in its service handbook. This document is the glue for a group's mission and underlying framework towards https://axelerant.atlassian.net/wiki/spaces/OA/pages/1447493744/Being+Axelerant#Decision-Making.
...
The vision is the 6-month to 3-year targeted high-level context, AKA the desired outcome of what to accomplish.
Values
While Axelerant’s values don’t Axelerant's values don't change, other intentional meanings, behaviors, and attitudes of values might change per group besides additional values themselves. For example:
Organization - Enthusiasm: We regularly learn, do, retrospect, iterate, and share what works.
Engineering - Enthusiasm: We constantly learn and improve ourselves and our ways of working
Excellence - Striving for top 1% effectiveness
...
These are ways we will accomplish what we’ve we've declared to do. These are often qualitative, inspirational reasoning or intended behaviors of how a group will fulfill its V2MOM.
...
Recognition of the things that get in our way of our desired state of being.
E.g.For example, Development environments change from project to project; NPS data isn’t isn't connectable to projects and their team members.
...
Desired outcomes, measures, and metrics determine when the V2MOM is successful. 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 rather than a metric.
Sample Measures
...
https://hbr.org/2021/09/6-principles-to-build-your-companys-strategic-agility
Principle 1: Prioritize speed over perfection
Principle 2: Prioritize flexibility over planning
Principle 3: Prioritize diversification and" “efficient slack” overslack"“over-optimization
Principle 4: Prioritize empowerment over hierarchy
Principle 5: Prioritize learning over blaming
Principle 6: Prioritize resource modularity and mobility over resource lock-in
https://www.salesforce.com/blog/how-to-create-alignment-within-your-company/
https://hbr.org/2014/09/your-companys-purpose-is-not-its-vision-mission-or-values
https://www.aespire.com/blog/communications/the-difference-between-your-purpose-and-mission
...