Our Values, Our DNA

Here at Infomedia, we’ve recently refreshed our company core values. The reset in values comes at a time when our company is transforming from being a publishing company to a truly global SaaS business. Our core values have been synchronised to align with the type of performance culture we want to create, and they are a part of our DNA to support growth.

Below are Infomedia’s new values:

  • Accelerating Performance
  • Driving Innovation & Service
  • Navigating Global, Steering Local
  • Having Fun in the Fast Lane

Some might discount corporate values as fluffy sentiments, used to build the perfect, glossy, corporate brand. However, our corporate values are not just meaningless words written on our website, they embody our desire to drive business performance, staff satisfaction and grow shareholder value.

We believe that having values is essential and an integral part of our organisation. Why?

It strengthens corporate identity
The technology industry is often disruptive and chaotic. In a world where things are constantly changing and evolving, full of noises and uncertainty, our core values will always guide our decisions, actions and growth aspirations.

Values shape our identity, act as a unique differentiator that sets us apart from our competitors, and guide how we interact with those around us. Our values will be used to impart the ethos of our company to our Automaker and Dealership partners; informing them about who we are, what the company stands for, and what they can expect from us; our DNA!

values-image

When an organisation is rapidly growing and expanding, it can be easy to lose sight of their unique identity. Core values can be used to ensure that there is no brand dilution. Being a global company with multiple offices around the world, it’s essential for us to have consistent core values, to help unite us all and remind us about the standards that we hold – irrespective of geographic location or language.

This drive for consistency in brand and values also aligns with our Automaker partners who are actively pursuing the ‘One World’ ethos for their brands.

It inspires us to be better
Having corporate values is just as important as setting corporate goals. It aligns and moulds the overall behaviour of how our staff think, behave and work. If your staff don’t know what the company goals are, how do they achieve them? Similarly, if they don’t know what the company values are, how will they behave and conduct themselves?

Core values can be a great source of motivation in the office. When we truly believe in something, we spark the interest of those around us, and inspire everyone to work together to achieve shared goals.

driving-innovationFor example, one of our core values is ‘Driving innovation & service’. This empowers and inspires everyone in the Infomedia team to push their creativity limits. We encourage staff to be open-minded and to think differently, and they are constantly striving to build cutting-edge software that empowers our customers.

It shapes the organisational culture and environment
Values are the heart of our culture at Infomedia; it has a strong influence on our culture, sets the tone of the office environment and influences the work that we produce. Here at Infomedia, we have designed our offices and working space to reflect and foster our values.

fast-laneOne of our core values is ‘Having fun in the fast lane’. Our new Sydney office has a fun and vibrant campus type environment that welcomes and inspires people. By providing an open and conducive work environment, we are happier, we produce better work, and we flourish as both professionals and individuals.

How we expand the Infomedia family
Our care values guide our decisions on recruiting new hires, developing our people, recognising and rewarding success.

We select candidates who are not just skillful and talented, but the best suited for the organisation’s corporate culture. When hiring new staff, we look at candidates who are aligned with our company values. You can always train skills, but it may be challenging to work with someone who doesn’t share the same values.

It strengthens the organisation
Having a set of shared values, beliefs and mindset helps to grow and create a strong organisation. Collaboration and team work builds a strong organisation, and having shared values empowers individuals and teams to innovate in the way they collaborate.As a business, we can only succeed when everyone is on board and aligned in our thinking – that is what gives us the edge and makes us stronger, at all levels of the organisation.

We have found that values can be very powerful and have a huge, positive impact on our organisation as a whole. We embed and embody our core values globally, and they are part of our growth DNA. Infomedia wouldn’t be what it is today, without it.

We need to focus on Data Basics before embarking on Big Data

bigdataI got incredible response from this post on LinkedIn, with more than 3,000 views, 224 likes but more importantly 27 comments. You can read the comments here at LinkedIn:

Here is the post in its entirety, I’d welcome more comments and discussion here also…

With the proliferation of software-as-a-service applications across most organisations, it is likely that many organisations are suffering from a fragmented data environment. This is a problem because just at the time that most organisations need to homogenise their data strategy to take advantage of Big Data learnings, the opposite is happening: data decentralisation and even chaos.

In many cases, organisations have been focussed on data storage and not data quality. Just managing the demanding growth of data volumes for the last 15 years has been enough of a challenge for CIOs. Rapidly scaling data storage infrastructure – including software and networking as well as hardware – has been overwhelming and all too often the actual quality of the data has not been good. How many companies can genuinely claim their database was sound, that their CRM data was clean and that the insane complexity of spreadsheets was under control let alone consolidated? The age old adage “garbage in, garbage out” scales in severity with the size of data volume.

Yet as data storage now decamps to the cloud and the focus moves to Big Data strategies, it seems that data quality is still not a priority. I wonder if the industry – here in Australia as well as globally – is doing enough to enhance the human data skills rather than relying solely on Hadoop et al to do all the work. I’ve written before on the disconnect between data technology and human data skills. There is a lot of talk about “Data Scientists” but is that nothing more than just a fancy title for BI analysts?

Bona fide Data Scientists are like real life scientists. They have a hypothesis, they test this hypothesis againsts different sets of data and validate or disprove their hypothesis. Then they try and look for further causation, correlation and then they might come up with some real insight and a discovery. But in our a commercial situation, the data scientist might invest a lot of time in developing a hypothesis but then find that the data isn’t available or is too messy to use. So what then? (It is worth reading this New York Times story on “Data Wrangling”).

Organisations need to work out – strategically and operationally – how to collect data appropriately, what data they need and then what they might need to look for. There are data scrubbing tools, deduping tools and analytical tools but if the raw data is not in an appropriate state, obviously it isn’t possible to scrub or dedupe data that doesn’t exist.

So it is crucial for CIOs to look initially at their overall application architecture and work out the data flows and how they integrate, and then what insight we might need and operationally what data is needed and where it can be sourced. This isn’t difficult but it requires formality and strategy rather than ad hoc evolution. The current trend in SaaS proliferation and services bought ad hoc on the credit card at the departmental level is haphazard and making data increasingly difficult for CIOs to manage. Not only because the data is decentralised, in different clouds, but because there are now different data models that are often quite difficult to access and often quite complicated to understand.

If organisations want to truly benefit from the Big Data opportunity there needs to be some sober and disciplined thoughts about data analysis skills, data quality control and data strategy before the kind of frantic technology acquisition that the media and vendors promote and discuss. Otherwise we are going to get no closer to any kind of data optimisation than we are now – we will just create more data mayhem and the Return on Investment will remain just as elusive.

Picture credit: bigdatapix.tumblr.com

The Only Constant is Change

Next month is our ninth consecutive Red Rock Leadership Forum – our biggest day of the year. We will be holding it the splendid Sydney Town Hall in the CBD and expect hundreds of partners and customers from within the not inconsiderable Oracle ecosystem in Australia to attend to learn about the latest in Cloud, Datacentres and Applications.

gearoidWhile I’m excited every year as we gather together all our stakeholders into one big room to discuss the hot topics of the day, I’m particularly excited this year because we’ve arranged for one of my most inspirational friends, Gearoid Towey,  to give a brief motivational talk on how to manage transition.  With Oracle now finally bridging the gap quite aggressively from on-premise to cloud and the wider industry embracing this massive change at some pace, we all face a great deal of transition in our professional lives.

Transition was something Gearoid Towey was forced to face alone.  When his career as an elite Irish Olympic Rower came to a sudden end after the 2004 Olympics in Athens, he found that there was very little assistance for him in how to cope with life after professional sport.  As he researched it further he found so many former athletes had struggled with the impact such a change had on their sense of identity and purpose.  We can think most recently of the obvious troubles haunting Ian Thorpe.

You can read more here about how Gearoid coped with this transition  but register now for the Red rock Leadership Forum to hear his advice for embracing change and managing transition.  The only constant is change in this life so his advice will be most valuable I can assure you!

red rock