When you want to start a business, at the very beginning there is only an idea. Back in 2011, we had a completely different idea before we started thinking about Crowdtesting and Testbirds – we looked into mobile payment.
In many companies, the following mind-set is still quite common: Flexible working (e.g. home office) means having no control over your employees and questions about whether they are really working. In my opinion, employers who have this mindset have a totally different problem to a lack of control: They don’t trust their employees.
As you maybe have read in my previous post, I explained why digitalisation has a big impact on the working world. Digitalisation has resulted in new models of employment like crowdsourcing: This means outsourcing of projects to the worldwide community. The new tasks are handled by so-called crowdworkers.
From my perspective, the biggest challenges for today’s work environment are globalisation, digitalisation and automation. Employees are often unsettled and see these topics as threats: Will they affect my work? And will my job position be safe in the future? In this post I’d like to share my thoughts about how we meet these challenges at Testbirds.
Finding the right people is one of the biggest challenges for start-ups. First, there was only us three founders, we were small and not (yet) well-known. You cannot attract people with a big name at that stage. So, how can you find, not only good talent, but the right people for your company? There are a few things I’ve learned from past years of recruiting:
The last principle of our organisational concept “Orga 4.0” is transparency and the underlying worldview we base our actions on. Sound very philosophical to you? I will explain in this post what we mean by it at Testbirds.
As part of my blog series about our organisation principle Orga 4.0, I’d like to share some thoughts today about creating a company that is constantly changing its structure – an evolutionary organisation. All companies sooner or later go into large restructuring and change processes. These large, time-consuming processes become necessary when parts of the structure don’t work anymore, in order to keep the organisation healthy and prosperous. Once one of these changes has been completed, often the organisational structure becomes outdated and the whole thing starts all over again.
In a fast growing firm, there is often a lack of clarity concerning who is doing what and who is in charge of what – between and even within departments. This is because new tasks and challenges come up on a nearly daily basis and a lot of the functions that huge companies have are not ready to be filled full time yet.
In the past years as a founder the growth of our company has brought some interesting challenges. One of them was communication in the company – it’s a big difference if you start with only three founders, then have a small team and ultimately work in several physical offices. Every step requires a different form of communication and I would like to share some learnings I have drawn from this experience.
Today, I’d like to share some insights about decision-making. At Testbirds, this is the first of our four “principles of organisation” – which we call “Orga 4.0”. As we’ve grown, we’ve needed to consider how to maintain a flat hierarchy without compromising our ability to make decisions efficiently. Who should be the decision-maker? Is that always the responsibility of the founders? Surely not. Majority vote? Also not. Middle management? We don’t have it and we don’t believe in it (see my previous article on that). Instead, we asked ourselves how the best decisions are made: by having all the relevant information, being able to understand the consequences of your decisions and aiming for the best outcome for your team and the company as a whole.