Steps to the light: the pillars of business culture as the private metaverse

Defining the term culture is a difficult job for everyone. Because it is adaptable according to space and time, its conceptual transactionality is highlighted because there are several meanings; it is one for agriculture, another for biology, for philosophy one more, and so on. But they all have in common the sense of growth. We grow when we understand who we are. We grow when we meet our peers. We grow when we realize what we are good at. We grow when we understand our skills and use them for good things. Meaning that whenever we identify our own culture and the value it has: we grow.?

This point of view is similar in importance when discussing organizational culture or?culture code. For example, a survey conducted by Duke University, with more than 5,000 American and European executives, pointed out that most of them, 90%, understand that thinking about culture is essential for business growth and drives good results.

The first structuring factor is the perception that these values were not created but made tangible. At DB1 Group, 20 years of reputation in the history of the information technology and software development market have been aggregated into a unique, singular, and superior structure. The internal diffusion of a culture code has placed us in a good and exemplary position about the subject.?

But how was it done? What is the secret of success??Steps to the light. Within DB1 Group, our role is to help employees identify their inner light and what it symbolizes, and we help them find and understand it. Under the pillars:?Be fair, do right, don't hide; Do awesome things; Locus of control; You matter; Team Spirit; Energy and To infinity and beyond, the culture code?summarizes and extracts what is best in us and, consequently, how it helps us make money.?

Be fair, Do right, Don't hide. It means to act ethically and transparently. It's being honest and building your credibility and trust.?Do awesome things??Value delivery. Whatever you do, do it with quality and excellence. With?Locus of Control, empower yourself. Commit yourself. Have the autonomy to work, but take on not just your responsibilities but the responsibility as a whole, identifying that you influence directly what is around you.?You matter?is about valuing people. About developing your professional and human self.?Team Spirit??How about we work mission-oriented? Being a friend, comrade, and always providing feedback about the work done.?Energy, because here your intensity counts a lot, making yourself resilient and, the main thing, allowing yourself to enjoy the whole journey. And?To infinity and beyond, because the goal is to evolve, always recognizing that making mistakes is part of it and that a problem may be a beautiful opportunity.?

This means that our culture code has always existed. It has always been part of who we are from the very beginning. What changed for us was realizing that creating a culture code allowed us to list both: the best characteristics we have and what we could develop within a healthy relationship. It also allows us to choose working with those who understand and are in line with us. Does it make sense? This is a question that will always be asked around here. If it makes sense for our customers and for us, we move forward.

But how to keep the organizational culture alive within a company? At the DB1 Group, the recipe is consistent and feedback. Internally, it can be measured or offered through a mentoring system, thus allowing joint evolution, the transfer of information, and coaching that enhances professional training. The Individual Development Plan (IDP) allows the team member to recognize the need for technical and personal evolution. According to what they expect professionally, performance analysis, constant feedback, and even that end-of-year party, which may not seem like it, adds to the relationship and the employee’s desire?on showing their best self-version.?

Relying on the best people have to offer is essential for training the organizational culture. And this is an assessment that can be done from the admission process. Do you know that cultural fit that so many people talk about? It ceases to be a report to fill out and recognizes what is good in people and how they can help. The reason why the culture is so strong in the DB1 case is the daily training, which only those who are part of it will understand and realize how much this force that drives us exists.

Cultural identification is not just an internal process. After all, your company has a mission. It has a target audience, and it aims to sell solutions, whether a service, a product, or information. The mere adequacy of DB1's positioning as a specialist group in E-commerce, Fintechs, and Digital Transformation ecosystems is part of this continuous evolution and self-understanding encompassed in the?To infinity and beyond?pillar.?

Speaking of pillars of culture, you shouldn’t be afraid of making mistakes to go to infinity and beyond. Commercially speaking, the role of a company is also trying to captivate its customer with its organizational culture and to bring them reasons to choose it among other vendors and why for them, it would also make sense to breathe a little bit of its culture. Because our values are not limited to relationships, they are in every stage of the workflow. Also, there must not be a separation between your customer and your company's corporate team to work in the business. They are all united in search of the same result, even with some discrepant interests, but they consent and reflect in the development of a good partnership.?

So, at all times you will notice the DB1 Group positioning itself in this way: bringing a little bit of its culture. And that's what we believe works in practice. Among the pillars that will form your?culture code, there is also the process that will allow you to have the exact proximity to your client, to compare methods, negotiate new practices, rethink models, participate in all procedures, in short, exhibit a different opinion. It's the freedom to say: "We will not do it like that. Otherwise, there will be a problem ahead".?

With the mix of?Locus of control?and?Do awesome things?is the opportunity to make a difference and take responsibility. "I am accountable for the delivery." That's the trick of the trade: not being afraid to make responsible interventions and persuasions, which provoke meaningful negotiations for clients. It generates results, and you can open people's minds to the new. And with examples and expertise, it's easier to do that.?

But let's put it all into practice, thinking about the market. There are a lot of clients who want to switch from Scrum to Kanban, for example, because they’ve read somewhere that it's cool and they think it will make sense to them. But changing a process also needs to be aligned with the maturity level of the team, thinking about understanding its own role in the production line. It's not simple to take care. "But we need to change because that’s the future." Okay, but are you ready for this? Is it the best time? Some tools, such as agility wheels, require a level of maturity from the team. And we still have to think that many of our clients are not experts in our line of business. E-commerces, sanitation, agribusiness are examples in which the technology is not the actual product but the mean. As in BRK Ambiental, Plaenge, Kyani, Senac, Brainstorm Academy, Biolab Sanus, and Sancor.?

It's easy to accept the client's money doing whatever he wants. But more than money, we want to earn their trust and to show credibility. This is?Be fair, do right, don't hide. Act with transparency. When the DB1 Group talks about being a company that will last for generations, it is also about spending ages helping its clients. This is how we believe it should be and should work.?

But what does all this has to do with the metaverse? If this new concept of the technological world comes with the idea of uniting the physical with the virtual and allowing one to be the extension of the other, make your culture your personal metaverse. After all, if your marketing motivation is not bringing your client closer to you and making your company an extension of solutions for their world, we will have to go back to the beginning.?

Do you want to know more about DB1 culture? Talk with me! [email protected]