Creating a Global Engineering Culture - Path To Agility 2014

•

22 gefällt mir•9,588 views

Groupon is one of the fastest growing companies in history; from a staff of 10 to a staff of 10,000+ in three short years. As our own CEO says, “Nobody should grow that fast. Nobody.” Now that the dust has settled a bit and we’re stabilizing, how does engineering retro-fit a culture across 8 major development centers on several different continents? Truth be told, we’re still learning. Doc Norton, Groupon’s Global Director of Engineering Culture shares the philosophy, successes, and failures as he tells the story of Groupon’s rapid growth and movement toward a Global Engineering Culture.

Leadership & Management Technologie Business

Creating a 
Global Engineering Culture
Michael “Doc” Norton - doc@groupon.com @DocOnDev

2007

2008

November 2008

2008
10 Employees

2010
300+ Employees

2012
10,000+ Employees

8+
!
Platforms
48+
!
Countries
40M+
!
Customers
400M+
!
Deals
Global Domination!

Not just daily deals

This is what it looked like

This is what it felt like

Site Outages

We are the enemy

Tell them what to do

Compliance is not the answer

People want to contribute
“The greatest waste … is
failure to use the abilities of
people…to learn about their
frustrations and about the
contributions that they are
eager to make.”
~ W. Edwards Deming

Retrospectives

Interviews

Top
Priorities
Common Concerns

Employee Engagement Surveys

The Check-In

Team Ethos

Our Focus
Autonomy

Our Focus
Autonomy Connection

Our Focus
Autonomy Connection Excellence

Our Plan
AutonomyConnection Excellence

Our Plan
AutonomyConnection Excellence

Didn’t you steal this from Dan Pink?

We “stole” from all of these (and more)

Internal Transfer Procedure

Career Ladders

Skeletor

Manager Training

On-Boarding Cohorts

Interest Leagues

Internal Hack Fest

G-Stack

The Love Monster

The Love In

Culture Clubs

Readiness Reviews

Agents of Change

Personal Growth Benefit

GEMs Program

A long journey

Creating a 
Global Engineering Culture
Michael “Doc” Norton - doc@groupon.com @DocOnDev
Thoughts?

Creating a 
Global Engineering Culture
Michael “Doc” Norton - doc@groupon.com @DocOnDev
Thank You!

Weitere ähnliche Inhalte

Andere mochten auch

Velocity is one of the most common metrics used-and one of the most commonly misused-on agile projects. Velocity is simply a measurement of speed in a given direction-the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.

Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014

Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014

Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014

Even high functioning teams occasionally have a hard time making decisions or coming up with creative ideas. There are times when the conversation seems to drag on long after a decision is reached. There are times when we have too many people involved in the discussion or the wrong people involved. There are times when we’re not sure whose the actual decision maker. And there are those times when we just seem to be out of synch with each other. This creative collaboration workshop provides tools that help resolve all of these issues.

Codemash pre-compiler - Collaborative Decision Making

Codemash pre-compiler - Collaborative Decision Making

Codemash pre-compiler - Collaborative Decision Making

A short (and incomplete) telling of how we got to where we are as an engineering organization for Groupon. A little philosophy about what motivates individuals and teams. And finally a little bit about what we're doing at Groupon. When it comes to creating a global culture, remember that you are more archeologist than architect. Uncover the good that is already happening and help to share it rather than trying to design something new.

Creating a Global Engineering Culture - Agile india 2014

Creating a Global Engineering Culture - Agile india 2014

Creating a Global Engineering Culture - Agile india 2014

This is a version of the talk given at Dev Bootcamp in Chicago. Technical Debt has become a catch-all phrase for any code that needs to be re-worked. Much like Refactoring has become a catch-all phrase for any activity that involves changing code. These fundamental misunderstandings and comfortable yet mis-applied metaphors have resulted in a plethora of poor decisions. What is technical debt? What is not technical debt? Why should we care? What is the cost of misunderstanding? What do we do about it? Doc discusses the origins of the metaphor, what it means today, and how we properly identify and manage technical debt.

The Technical Debt Trap

The Technical Debt Trap

The Technical Debt Trap

The world as we know it is growing more complex. As we automate away those things that can be easily repeated, we leave ourselves with ever more challenging work. The way we've worked in the past won't necessarily work for today's problems¦ or will it? Join Diane and Doc as they explore dimensions of complexity in software development and look at how teams and leaders might adjust their behaviors (and the software they create) based on the complexity of the problem at hand. This hands-on, interactive workshop will provide a practical introduction to Cynefin (a sense-making framework for complexity) and show how it applies to the work we do every day as creators of software. You'll map your own work to Cynefin and learn about applicable management styles and optimal team interactions for each of the Cynefin contexts.

A Practical Guide to Cynefin

A Practical Guide to Cynefin

A Practical Guide to Cynefin

DevOps, to a great extent, is about people working together. Without true cross-discipline collaboration, the full value of DevOps cannot be realized. But you can’t just mandate collaboration. Many organizations do more than separate developers and operations, they design systems, metrics, and rewards that make the two seem like natural enemies. “They don’t get it.”, you hear from both sides. In this talk, Doc will take a look at what motivates teams, how our systems produce the exact results we design them to produce, and how we can use simple (but not necessarily easy) techniques to counter years of “us versus them” conditioning.

Autonomy, Connection, and Excellence; The Building Blocks of a DevOps Culture

Autonomy, Connection, and Excellence; The Building Blocks of a DevOps Culture

Autonomy, Connection, and Excellence; The Building Blocks of a DevOps Culture

Andere mochten auch (6)

Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014

Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014

Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014

Codemash pre-compiler - Collaborative Decision Making

Codemash pre-compiler - Collaborative Decision Making

Codemash pre-compiler - Collaborative Decision Making

Creating a Global Engineering Culture - Agile india 2014

Creating a Global Engineering Culture - Agile india 2014

Creating a Global Engineering Culture - Agile india 2014

The Technical Debt Trap

The Technical Debt Trap

The Technical Debt Trap

A Practical Guide to Cynefin

A Practical Guide to Cynefin

A Practical Guide to Cynefin

Autonomy, Connection, and Excellence; The Building Blocks of a DevOps Culture

Autonomy, Connection, and Excellence; The Building Blocks of a DevOps Culture

Autonomy, Connection, and Excellence; The Building Blocks of a DevOps Culture

Mehr von Doc Norton

Tuckman Was Wrong

Tuckman Was Wrong

Tuckman Was Wrong

From NDC Oslo 2015 - Workshop with Denise Jacobs, Doc Norton, and Carl Smith Even high functioning teams occasionally have a hard time making decisions or coming up with creative ideas. There are times when the conversation seems to drag on long after a decision is reached. There are times when we have too many people involved in the discussion or the wrong people involved. There are times when we're not sure whose the actual decision maker. And there are those times when we just seem to be out of synch with each other. This creative collaboration workshop provides tools that help resolve all of these issues. Come have some laughs with Denise, Doc, and Carl, play with new friends, and learn one or two new techniques you can try at home.

Creative Collaboration: Tools for Teams

Creative Collaboration: Tools for Teams

Creative Collaboration: Tools for Teams

Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Agile Metrics; Velocity is NOT the Goal - ScrumGathering 2013

Agile Metrics; Velocity is NOT the Goal - ScrumGathering 2013

Agile Metrics; Velocity is NOT the Goal - ScrumGathering 2013

Code PaLOUsa rendition of Velocity is NOT the Goal. Velocity is one of the most common metrics used—and one of the most commonly misused—on agile projects. Velocity is simply a measurement of speed in a given direction—the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.

Velocity is not the goal code palo-usa

Velocity is not the goal code palo-usa

Velocity is not the goal code palo-usa

Teamwork ain’t always easy. From meetings where everybody has something to say but nothing gets done to poor decisions being made because the most senior or most forceful team member won the argument; sometimes you long for the days of high-walled cubicles and lone ranger coding. Long no more. In this workshop, you will learn about two simple techniques that drastically improve a team’s ability to work together toward common goals with less conflict and more genuine collaboration.

Teamwork Ain't Easy

Teamwork Ain't Easy

Teamwork Ain't Easy

The Technical Debt Trap - AgileIndy 2013

The Technical Debt Trap - AgileIndy 2013

The Technical Debt Trap - AgileIndy 2013

Velocity is NOT the Goal - PNSQC

Velocity is NOT the Goal - PNSQC

Velocity is NOT the Goal - PNSQC

Growing into Excellence - PNSQC

Growing into Excellence - PNSQC

Growing into Excellence - PNSQC

Velocity is one of the most common metrics used—and one of the most commonly misused—on agile projects. Velocity is simply a measurement of speed in a given direction—the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? This presentation covers Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks.

Velocity is not the Goal

Velocity is not the Goal

Velocity is not the Goal

Do I have a role?

Do I have a role?

Do I have a role?

Velocity is not the Goal

Velocity is not the Goal

Velocity is not the Goal

CodeStock :: Introduction To MacRuby and HotCocoa

CodeStock :: Introduction To MacRuby and HotCocoa

CodeStock :: Introduction To MacRuby and HotCocoa

Agile and Beyond :: The Technical Debt Trap

Agile and Beyond :: The Technical Debt Trap

Agile and Beyond :: The Technical Debt Trap

Oredev :: The Technical Debt Trap

Oredev :: The Technical Debt Trap

Oredev :: The Technical Debt Trap

Oredev :: Take Control of Your Development Career

Oredev :: Take Control of Your Development Career

Oredev :: Take Control of Your Development Career

Mehr von Doc Norton (16)

Tuckman Was Wrong

Tuckman Was Wrong

Tuckman Was Wrong

Creative Collaboration: Tools for Teams

Creative Collaboration: Tools for Teams

Creative Collaboration: Tools for Teams

Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Agile Metrics; Velocity is NOT the Goal - ScrumGathering 2013

Agile Metrics; Velocity is NOT the Goal - ScrumGathering 2013

Agile Metrics; Velocity is NOT the Goal - ScrumGathering 2013

Velocity is not the goal code palo-usa

Velocity is not the goal code palo-usa

Velocity is not the goal code palo-usa

Teamwork Ain't Easy

Teamwork Ain't Easy

Teamwork Ain't Easy

The Technical Debt Trap - AgileIndy 2013

The Technical Debt Trap - AgileIndy 2013

The Technical Debt Trap - AgileIndy 2013

Velocity is NOT the Goal - PNSQC

Velocity is NOT the Goal - PNSQC

Velocity is NOT the Goal - PNSQC

Growing into Excellence - PNSQC

Growing into Excellence - PNSQC

Growing into Excellence - PNSQC

Velocity is not the Goal

Velocity is not the Goal

Velocity is not the Goal

Do I have a role?

Do I have a role?

Do I have a role?

Velocity is not the Goal

Velocity is not the Goal

Velocity is not the Goal

CodeStock :: Introduction To MacRuby and HotCocoa

CodeStock :: Introduction To MacRuby and HotCocoa

CodeStock :: Introduction To MacRuby and HotCocoa

Agile and Beyond :: The Technical Debt Trap

Agile and Beyond :: The Technical Debt Trap

Agile and Beyond :: The Technical Debt Trap

Oredev :: The Technical Debt Trap

Oredev :: The Technical Debt Trap

Oredev :: The Technical Debt Trap

Oredev :: Take Control of Your Development Career

Oredev :: Take Control of Your Development Career

Oredev :: Take Control of Your Development Career

Kürzlich hochgeladen

Saudi Arabia [ Abortion pills) Jeddah/riaydh/dammam/+966572737505☎️] cytotec tablets uses abortion pills 💊💊 How effective is the abortion pill? 💊💊 +966572737505) "Abortion pills in Jeddah" how to get cytotec tablets in Riyadh " Abortion pills in dammam*💊💊 The abortion pill is very effective. If you’re taking mifepristone and misoprostol, it depends on how far along the pregnancy is, and how many doses of medicine you take:💊💊 +966572737505) how to buy cytotec pills At 8 weeks pregnant or less, it works about 94-98% of the time. +966572737505[ 💊💊💊 At 8-9 weeks pregnant, it works about 94-96% of the time. +966572737505) At 9-10 weeks pregnant, it works about 91-93% of the time. +966572737505)💊💊 If you take an extra dose of misoprostol, it works about 99% of the time. At 10-11 weeks pregnant, it works about 87% of the time. +966572737505) If you take an extra dose of misoprostol, it works about 98% of the time. In general, taking both mifepristone and+966572737505 misoprostol works a bit better than taking misoprostol only. +966572737505 Taking misoprostol alone works to end the+966572737505 pregnancy about 85-95% of the time — depending on how far along the+966572737505 pregnancy is and how you take the medicine. +966572737505 The abortion pill usually works, but if it doesn’t, you can take more medicine or have an in-clinic abortion. +966572737505 When can I take the abortion pill?+966572737505 In general, you can have a medication abortion up to 77 days (11 weeks)+966572737505 after the first day of your last period. If it’s been 78 days or more since the first day of your last+966572737505 period, you can have an in-clinic abortion to end your pregnancy.+966572737505 Why do people choose the abortion pill? Which kind of abortion you choose all depends on your personal+966572737505 preference and situation. With+966572737505 medication+966572737505 abortion, some people like that you don’t need to have a procedure in a doctor’s office. You can have your medication abortion on your own+966572737505 schedule, at home or in another comfortable place that you choose.+966572737505 You get to decide who you want to be with during your abortion, or you can go it alone. Because+966572737505 medication abortion is similar to a miscarriage, many people feel like it’s more “natural” and less invasive. And some+966572737505 people may not have an in-clinic abortion provider close by, so abortion pills are more available to+966572737505 them. +966572737505 Your doctor, nurse, or health center staff can help you decide which kind of abortion is best for you. +966572737505 More questions from patients: Saudi Arabia+966572737505 CYTOTEC Misoprostol Tablets. Misoprostol is a medication that can prevent stomach ulcers if you also take NSAID medications. It reduces the amount of acid in your stomach, which protects your stomach lining. The brand name of this medication is Cytotec®.+966573737505) Unwanted Kit is a combination of two medicines, whi

Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC

Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC

Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC

Abortion pills in Riyadh +966572737505 get cytotec

International Ocean Transportation p.pdf

International Ocean Transportation p.pdf

International Ocean Transportation p.pdf

AlejandromexEspino

Persuasive and Communication is the art of negotiation.

Persuasive and Communication is the art of negotiation.

Persuasive and Communication is the art of negotiation.

Your voice, smiling, facial expressions, body language, and genuine Hospitality are tightly connected. Always strive to be a Hospitality service professional. The importance of Smiling is vital in the hospitality industry. People who were or are being raised and educated on digital devices have not had the opportunity to learn and use the necessary and multiple communication skills the way previous generations did. It's a lost art that needs to be presented to the generations that followed the Baby Boomers. These are the generations alive today: Generation X, Generation Y (Millennials), Generation Z, and Generation Alpha.

W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional

W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional

W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional

William (Bill) H. Bender, FCSI

Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model Whatsapp Number Gautam Buddh Nagar Escorts Call girls 8617370543 Available 24x7 WhatsApp Chat With Nitya salvi:-8617370543 100% Real Call Girls in Gautam Buddh Nagar 3500 With Cash Payment Available. Call (8617370543) Enjoy Premium Gautam Buddh Nagar Call Girl Service Offer by 500+ VIP ... Sexy call girls in Gautam Buddh Nagar are the ones who can provide you quality services every single time. Moreover, there is no restrictions on how ... Visit us for Gautam Buddh Nagar escorts service +91-8617370543 where you may find always a new look up in your fantasy and try them as new girls, we most prefer ... One shot: ₹2000/in-call, ₹5000/out-call Two shots with one girl: ₹3500/in-call, ₹6000/out-call Body to body massage with sex: ₹3000/in-call Full night for one person: ₹7000/in-call, ₹10000/out-call Flexibility Choices and options Lists of many beauty fantasies Turn your dream into reality Perfect companionship Cheap and convenient In-call and Out-call services And many more. WhatsApp Chat: 📞 8617370543 Visit The Website : https://www.nityasalvi.com/

Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model

Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model

Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model

The Psychology Of Motivation - Richard Brown

The Psychology Of Motivation - Richard Brown

The Psychology Of Motivation - Richard Brown

SandaliGurusinghe2

Safety T fire missions army field Artillery

Safety T fire missions army field Artillery

Safety T fire missions army field Artillery

KennethSwanberg

Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri

Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri

Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri

meghakumariji156

digital Human resource management presentation.pdf

digital Human resource management presentation.pdf

digital Human resource management presentation.pdf

ArtiSrivastava23

Marketing Management 16th edition by Philip Kotler test bank.docx

Marketing Management 16th edition by Philip Kotler test bank.docx

Marketing Management 16th edition by Philip Kotler test bank.docx

internship thesis pakistan aeronautical complex kamra

internship thesis pakistan aeronautical complex kamra

internship thesis pakistan aeronautical complex kamra

This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work. Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives. Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences. Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively. Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.

Beyond the Codes_Repositioning towards sustainable development

Beyond the Codes_Repositioning towards sustainable development

Beyond the Codes_Repositioning towards sustainable development

Information Technology Project Management, Revised 7th edition test bank.docx

Information Technology Project Management, Revised 7th edition test bank.docx

Information Technology Project Management, Revised 7th edition test bank.docx

Software developers are intended to be massive, highly leverageable value creators for their companies and teams - using their creative and technical talent to build products themselves or mission-critical systems that facilitate the delivery of value inside the business. The blunt truth, however, is that many software developers would screw up tying their own shoes when left to their own devices. There's an abundant corpus of work out there on how managers routinely let down their software developers through insufficient planning, communication, listening, and support. In this talk we're going to explore the inverse - how individual software developers contributing to a project unintentionally sabotage their teams, their companies, their projects, and themselves through: * Immutable technical preferences + biases; * Bad attitudes; * Poor listening; * Inflexible and unproductive learning styles; * Risk aversion; * Incuriosity; * And more! Most importantly, in this talk we're going to try to address how we can help shift developers who want to learn and improve, but are have trouble executing, become the high value contributors they'd like to be.

How Software Developers Destroy Business Value.pptx

How Software Developers Destroy Business Value.pptx

How Software Developers Destroy Business Value.pptx

Kürzlich hochgeladen (14)

Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC

Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC

Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC

International Ocean Transportation p.pdf

International Ocean Transportation p.pdf

International Ocean Transportation p.pdf

Persuasive and Communication is the art of negotiation.

Persuasive and Communication is the art of negotiation.

Persuasive and Communication is the art of negotiation.

W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional

W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional

W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional

Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model

Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model

Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model

The Psychology Of Motivation - Richard Brown

The Psychology Of Motivation - Richard Brown

The Psychology Of Motivation - Richard Brown

Safety T fire missions army field Artillery

Safety T fire missions army field Artillery

Safety T fire missions army field Artillery

Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri

Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri

Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri

digital Human resource management presentation.pdf

digital Human resource management presentation.pdf

digital Human resource management presentation.pdf

Marketing Management 16th edition by Philip Kotler test bank.docx

Marketing Management 16th edition by Philip Kotler test bank.docx

Marketing Management 16th edition by Philip Kotler test bank.docx

internship thesis pakistan aeronautical complex kamra

internship thesis pakistan aeronautical complex kamra

internship thesis pakistan aeronautical complex kamra

Beyond the Codes_Repositioning towards sustainable development

Beyond the Codes_Repositioning towards sustainable development

Beyond the Codes_Repositioning towards sustainable development

Information Technology Project Management, Revised 7th edition test bank.docx

Information Technology Project Management, Revised 7th edition test bank.docx

Information Technology Project Management, Revised 7th edition test bank.docx

How Software Developers Destroy Business Value.pptx

How Software Developers Destroy Business Value.pptx

How Software Developers Destroy Business Value.pptx

Creating a Global Engineering Culture - Path To Agility 2014

1. Creating a  Global Engineering Culture Michael “Doc” Norton - doc@groupon.com @DocOnDev

4. November 2008

5. 2008 10 Employees

6. 2010 300+ Employees

7. 2012 10,000+ Employees

8. 8+ ! Platforms 48+ ! Countries 40M+ ! Customers 400M+ ! Deals Global Domination!

9. Not just daily deals

10. This is what it looked like

11. This is what it felt like

12. Site Outages

13. We are the enemy

14. Tell them what to do

15. Compliance is not the answer

16. People want to contribute “The greatest waste … is failure to use the abilities of people…to learn about their frustrations and about the contributions that they are eager to make.” ~ W. Edwards Deming

17. Retrospectives

19. Top Priorities Common Concerns

20. Employee Engagement Surveys

21. The Check-In

23. Our Focus Autonomy

24. Our Focus Autonomy Connection

25. Our Focus Autonomy Connection Excellence

26. Our Plan AutonomyConnection Excellence

27. Our Plan AutonomyConnection Excellence

28. Didn’t you steal this from Dan Pink?

29. We “stole” from all of these (and more)

30. Internal Transfer Procedure

31. Career Ladders

33. Manager Training

34. On-Boarding Cohorts

35. Interest Leagues

36. Internal Hack Fest

38. The Love Monster

39. The Love In

40. Culture Clubs

41. Readiness Reviews

42. Agents of Change

43. Personal Growth Benefit

44. GEMs Program

45. A long journey

46. Creating a  Global Engineering Culture Michael “Doc” Norton - doc@groupon.com @DocOnDev Thoughts?

47. Creating a  Global Engineering Culture Michael “Doc” Norton - doc@groupon.com @DocOnDev Thank You!