Have you ever heard the story of Jeff Bezos drawing out the Amazon strategy on the back of a napkin?
For Teraflow, that napkin represents the thinking behind the flywheel approach, what that means to the growth of the business and the momentum that it builds going forward.
We’ve done exactly the same thing.
We’ve spent a lot of time really understanding the strategy of our business and how to take the business forward.
I’m going to give you a very brief overview of our flywheel approach. It’s not complicated, but it’s pretty detailed behind the scenes and through this series that I’ll be releasing, we’ll go into the depth of the flywheel.
The Quality of Our Staff Defines The Quality of Our Business
Some of the team will dive in and really explain, from their point of view, how the flywheel works and the way that we’ve adapted a lot of our programs to flip a lot of the conventional thinking on its head.
But let me just get into the overview: Business is about people and we honestly believe that the quality of our staff defines the quality of our business.
And so we start off by looking for A-players.
When we find these A-Players, we place them in an autonomous team that speaks to the decentralised nature of our business model. The swarm thinking that we’ve created.
Our teams have the customer problem at the very heart of their decision-making, creating value that the customer looks forward to and solving the problems that they struggle with the most.
But we do this in a very, very specific way
What we’ve done is we’ve worked out our FloJo, which is the third part of our flywheel, and this is really how we deliver the value that we promise through the process to our customer.
By understanding our FloJo, the way that we deliver and really understanding the end-to-end consistency of that delivery, it allows us to really be a lot more competitive and deliver the value where it’s really required.
Once we’re actually delivering it, because it only counts when it’s actually in production, when it’s usable and we blow our customers’ socks off, we’ve got a very, very strong customer framework by creating this incredible customer experience.
Not only that.
We really work closely with our customers on what we call our build, operationalise, and transfer model, where we develop the customer skills around Data and ML engineering and we do work very deeply with our customers to upskill because it’s a big issue around the quality of the work.
Once we’re able to do this, we’re able to pick up new projects and that in turn allows us to go and recruit more A-players, build more autonomous teams and it allows us to really drive the business forward.
So strategically, this is what we think about in terms of our flywheel. Which is really not a complicated framework.
Look forward to a great series on this flywheel approach, because there’s a lot of disruptive thinking around how to run a business!
