The success we’ve had to date, is largely attributed to a hands-off approach and empowering the team to achieve a specific outcome in their own way.
As Head of Software, I’ve already learned a lot since operationalising this plan 6 months ago, so much so, I thought it was worth sharing the plan and it’s outcomes with everyone.
To execute on this strategy, this year we have tried a new approach with the following objectives:
1.To deliver on our strategic initiatives
2. To trust and empower our team to contribute to the success of Kiandra
3. To improve overall team engagement
4. To give valuable business challenges to the team to develop their skills and experience.
Each software team member had an opportunity to select their preferred strategies from the list. We then selected working groups based on those preferences and grouped different disciplines together to encourage team work and different points of view. For example, one working group may include an Architect, a QA and a Business Development Manager. Each working group are given a budget, deadline, set deliverables and performance metrics.
As soon as the working groups were formed they collaborated on what they wanted to achieve and how they were going to do it. This was largely unmanaged as the teams were empowered to go about achieving the outcome in their own way. As an observer and, as Head of Software, there were times that I could not help but be curious about some of their approaches, however it was a major personal goal of mine to step back and let it happen. I’ve changed a few goal posts along the way, such as the deliverables and the deadlines, to suit the emerging needs of our business.
Periodically, the teams have provided updates and posted their progress on Microsoft Teams. Occasionally I pop into a team workshop to see how things are progressing. I am even an active team member in two of the initiatives to help out on what are my passion projects.
While there is more work to be done on most of the initiatives, there have been many highlights so far including:
It’s hard to hand over the fun stuff. I love strategy and I love seeing progress and especially being a part of it. Giving almost full control to the team has been a challenge because I am a hands on leader and want to get involved. Stepping back and delegating with trust was a personal objective for me and I could not be prouder of the team and their efforts.
I have witnessed different working groups collaborating across groups to help each other achieve their goals. I’ve seen leaders emerge who I had previously overlooked. I’m more able to concentrate on other aspects of my role as I know each of these strategies are in great hands. The best part is being able to delegate and guide enquiries to the right working group as I have essentially outsourced my job.
At Kiandra, we recognise and acknowledge the pivotal role of performance testing in achieving this fine balance. In this blog, we will unravel what performance testing truly means at Kiandra and why it's a cornerstone of our development philosophy.
Kiandra are proud to announce that it has attained the status of Premier OutSystems Partner – the most important partnership status from the world’s leading enterprise low-code platform.
Kiandra has received the OutSystems Partner of the Year Award for the entire Australia New Zealand region. The custom software solutions provider was recognised at the ‘Top Partner of Australia and New Zealand’.
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