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Ekipa Re-invented
Ekipa Re-invented
Learn more about how we work in Agile ways ourselves through our Ekipa DNA
Ekipa DNA
Better Value Together
Collaborative
Partnership
We’re committed to delivering on our promises, achieving outcomes and consistently delivering high-quality work for our customers.
We believe in the power of teamwork, partnering with both our colleagues and customers to amplify results.
Owner's
Mindset
We are dedicated to the collective success of our business and our team.
We encourage everyone to bring their best selves, nurturing a culture that values accountability, autonomy and creativity.
Continuous
Learning
We foster a culture of continuous learning and growth. Each of us is responsible for advancing our own development, and we share both successes and failures to evolve collectively as a team.
Through collaboration, experimentation, and feedback, we embrace learning as a lifelong journey.
People
First
Ekipa offers a workplace that prioritises supportive leadership and empathy. We care and are there for each other.
We practice inclusivity and diversity, we are open to different perspectives and leverage on everyone’s individual strengths and abilities.
We value authenticity, togetherness and creativity in our collective pursuit of impact and excellence.
Ekipa Reinvented
The Story
Ekipa is a 100% self managed organisation without any hierarchy. Everybody is an owner and everybody shares in our success and profits. Everybody works on the things they want to contribute and we do not have fixed job descriptions. We collaborate with our customers to help them develop entrepreneurship and innovation in their organisations. Together, we create the company we want Ekipa to be and we create better lives for ourselves and the people we serve. We’re co-workers.
People
People are systematically considered to be good (reliable, self-motivated, trustworthy, intelligent).
We’re all creative, thoughtful, trustworthy adults, capable of making important decisions;
People are fallible, we make mistakes.
We want to use our talents and skills to make a positive contribution to the organization and the world.
We bring positivity, play, joy and appreciation to our workplace.
Information and Decision Making
All business information is open to all.
Every one of us is able to handle difficult and sensitive news.
We believe in the power of collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the “advice process“.
Trust
We relate to one another with an assumption of positive intent.
Until we are proven wrong, trusting co-workers is our default means of engagement.
Freedom and accountability are two sides of the same coin.
Responsibility and Accountability
We each have full responsibility for the organization.
If we sense that something needs to happen, we have a duty to address it.
It’s not acceptable to limit our concern to the remit of roles.
Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation.
Everything that we do for the first time in Ekipa is an experiment, and all experiments provide data that we can use to improve ourselves and our organisation.
Every experiment that we conduct will bring its own unique set of challenges and opportunities. These challenges are a chance for us to learn and grow.
In taking on these challenges, there is a possibility that we will not succeed.
Rather than labeling this as failure, we will discuss the situation openly, identify the lessons that can be learned, and invite feedback from each other, in order to continuously improve ourselves and our team.
All Power Is With The Team
There is no formal hierarchy, we abandon the traditional system. There are no bosses to turn to. Teams decide what they focus on, how they achieve outcomes and how they solve problems.
Roles Are Fluid
We have no job descriptions. Every co-worker is free to create, modify or remove roles. If you think something adds value to your team’s purpose, you own it and move it forward. Once a month, we organize an overall team retrospective. During this event, the teams discuss the current roles and propose additions or modifications. Each co-worker is responsible to clearly state the roles taken and make this visible in the roles document.
Decisions Are Made Based On The ‘Advice Process’
If you recognize a decision has to be made, you own that decision. We assume you can make most of the decisions by yourself. If you need help of other co-workers, ask them for advice, make your decision and move on.
The advice process
Someone notices a problem or opportunity and takes the initiative, or alerts someone better placed to do so.
Prior to a proposal, the decision-maker may seek input to sound out perspectives before proposing action.
The initiator makes a proposal and seeks advice from those affected or those with expertise.
Taking this advice into account, the decision-maker decides on an action and informs those who have given advice.
The team decision process
Team appoints facilitator
Agenda and topics selected based on current issues
Proposals for resolution are shared
Review, improve and refine proposals
Group makes a decision. Not consensus. Accepted is solution without anyone having a principled objection.
Guidelines
The facilitator can’t make any statement suggestions or decision.
You can’t veto a solution just because you think another (or your own) solution is better.
The solution can be revisited at any point if new information is available.
If the team gets stuck, you can ask for an external facilitator
Sprint Planning
typically monday morning to decide what will be done during the week. Each team member creates or ‘takes’ tickets (from a Trello board).
Daily Meeting
every day, we do a 5-15 minute skype call to align on 3 questions: what have you done yesterday, what are you working on today, do you have any ‘stucks’?
Demo
typically on friday afternoon; team members share what they have accomplished during the week
Retrospective
On a monthly basis, teams hold an overall retrospective in which they discuss what they can improve as a team. In this meeting, team members add / modify / remove roles.
Conflict Resolution
It’s impossible to change other people. We can only change ourselves.
Conflict Resolution process
Every experiment that we conduct will bring its own unique set of challenges and opportunities. These challenges are a chance for us to learn and grow.
Three Topic In Your Conversation
In taking on these challenges, there is a possibility that we will not succeed.
01 Co-worker Assumptions
02 Growth and Learning
03 Roles
04 Decision Making
05 Meeting Rhythm
06 Conflict Resolution
01 Co-worker Assumptions
People
People are systematically considered to be good (reliable, self-motivated, trustworthy, intelligent).
We’re all creative, thoughtful, trustworthy adults, capable of making important decisions;
People are fallible, we make mistakes.
We want to use our talents and skills to make a positive contribution to the organization and the world.
We bring positivity, play, joy and appreciation to our workplace.
Information and Decision Making
All business information is open to all.
Every one of us is able to handle difficult and sensitive news.
We believe in the power of collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the “advice process“.
Trust
We relate to one another with an assumption of positive intent.
Until we are proven wrong, trusting co-workers is our default means of engagement.
Freedom and accountability are two sides of the same coin.
Responsibility and Accountability
We each have full responsibility for the organization.
If we sense that something needs to happen, we have a duty to address it.
It’s not acceptable to limit our concern to the remit of roles.
Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation.
02 Growth and Learning
Everything that we do for the first time in Ekipa is an experiment, and all experiments provide data that we can use to improve ourselves and our organisation.
Every experiment that we conduct will bring its own unique set of challenges and opportunities. These challenges are a chance for us to learn and grow.
In taking on these challenges, there is a possibility that we will not succeed.
Rather than labeling this as failure, we will discuss the situation openly, identify the lessons that can be learned, and invite feedback from each other, in order to continuously improve ourselves and our team.
03 Roles
All Power Is With The Team
There is no formal hierarchy, we abandon the traditional system. There are no bosses to turn to. Teams decide what they focus on, how they achieve outcomes and how they solve problems.
Roles Are Fluid
We have no job descriptions. Every co-worker is free to create, modify or remove roles. If you think something adds value to your team’s purpose, you own it and move it forward. Once a month, we organize an overall team retrospective. During this event, the teams discuss the current roles and propose additions or modifications. Each co-worker is responsible to clearly state the roles taken and make this visible in the roles document.
04 Decision Making
Decisions Are Made Based On The ‘Advice Process’
If you recognize a decision has to be made, you own that decision. We assume you can make most of the decisions by yourself. If you need help of other co-workers, ask them for advice, make your decision and move on.
The advice process
Someone notices a problem or opportunity and takes the initiative, or alerts someone better placed to do so.
Prior to a proposal, the decision-maker may seek input to sound out perspectives before proposing action.
The initiator makes a proposal and seeks advice from those affected or those with expertise.
Taking this advice into account, the decision-maker decides on an action and informs those who have given advice.
The team decision process
Team appoints facilitator
Agenda and topics selected based on current issues
Proposals for resolution are shared
Review, improve and refine proposals
Group makes a decision. Not consensus. Accepted is solution without anyone having a principled objection.
Guidelines
The facilitator can’t make any statement suggestions or decision.
You can’t veto a solution just because you think another (or your own) solution is better.
The solution can be revisited at any point if new information is available.
If the team gets stuck, you can ask for an external facilitator
05 Meeting Rhythm
Sprint Planning
typically monday morning to decide what will be done during the week. Each team member creates or ‘takes’ tickets (from a Trello board).
Daily Meeting
every day, we do a 5-15 minute skype call to align on 3 questions: what have you done yesterday, what are you working on today, do you have any ‘stucks’?
Demo
typically on friday afternoon; team members share what they have accomplished during the week
Retrospective
On a monthly basis, teams hold an overall retrospective in which they discuss what they can improve as a team. In this meeting, team members add / modify / remove roles.
06 Conflict Resolution
Conflict Resolution
It’s impossible to change other people. We can only change ourselves.
Conflict Resolution process
Every experiment that we conduct will bring its own unique set of challenges and opportunities. These challenges are a chance for us to learn and grow.
Three Topic In Your Conversation
In taking on these challenges, there is a possibility that we will not succeed.
Ready to take The Next Steps?
Want to chat? We’d love to hear from you! Get in touch with our Team to enquire about Agile Training, Agile Coaching & Consultancy , or just say hello.
