Traditional organization great for "happy cows," not innovators
Traditional organization great for "happy cows," not innovators
- The company truly cares about employee well-being.
- Jerky managers are counseled out.
- It's psychologically safe.
- The company is currently successful.
- A traditional top-down hierarchy works great for sales and operations.
Heavy hierarchy kills innovation.
Internal innovation success has been mixed.
Failure has led to costly acquisitions and team displacement.
The few teams that enjoy autonomy often build useless, buzzword-heavy toys to pad their resumes.
Growth by acquisition seems to have worked out so far, but isn't likely sustainable for a variety of reasons. For internal innovation to succeed and to ensure continued growth, you will need to tackle anti-patterns in the org structure. Agile and management training are necessary, but insufficient.
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The interview process began with a general screen, followed by a coding challenge over the phone, and concluded with an onsite interview. At the onsite, I had meetings with several managers, participated in an architectural discussion, and completed
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Intense phone interview followed by a panel interview with peers and managers. This was followed by a cross-functional team interview. Questions were largely centered on experience; not many questions about technologies in use at Workday.
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The interviewer was not very engaging or helpful with the candidate. The candidate was given the technical question, and the interviewer seemed bored the entire time, even when the candidate asked questions and clarified their understanding of the so
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Pleasanton, California, United StatesJanuary 1, 2019The interview process began with a general screen, followed by a coding challenge over the phone, and concluded with an onsite interview. At the onsite, I had meetings with several managers, participated in an architectural discussion, and completed
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Pleasanton, California, United StatesMarch 1, 2017Intense phone interview followed by a panel interview with peers and managers. This was followed by a cross-functional team interview. Questions were largely centered on experience; not many questions about technologies in use at Workday.
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United StatesFebruary 19, 2025The interviewer was not very engaging or helpful with the candidate. The candidate was given the technical question, and the interviewer seemed bored the entire time, even when the candidate asked questions and clarified their understanding of the so
