Starting back in 2015, increasingly frustrated with traditional options, I (Martin) felt that we needed a more nuanced way of engaging teams. In talking to leaders in the IT sector about this challenge, they strongly believed there was a big challenge in the adversarial relationship around traditional agreements (between customers, vendors and internal teams). We all recognized teams work more effectively together when aligned around delivery as partners facing the problem together rather than as adversarials. At this time, I returned to university to study conflict and dispute resolution and over 2 years became a qualified mediator.
From early 2018, as an early stage company, we starting experimenting with these very powerful concepts and ideas by building a solution. Based on the above guidance and new knowledge, we leveraged collaborative capabilities of Agile-Lean thinking, and introduced conflict resolution theory and practice to support the new model for team relationships.
As part of our product discovery process, IT leaders told us they need:
We also learned as we progressed that clients, service providers and consultants have their own core highly dynamic needs in how this process of negotiation or facilitation should be designed and executed. We responded by building based on capabilities that best delivered the key targeted outcomes. Going direct to this point was a mistake, it resulted in too big a change.
We had built an online platform, JANA, that supported:
From client feedback, we saw firsthand what implementing "BAT" meant for the team relationships, the level of change and risk involved in making this change. While we adapted the product to support all billing and risk sharing approaches, we had become a methodology company with a product. Not the product company, we wanted to be.
Feedback on our self-serve negotiation product JANA RS was positive without the same adoption issues. It was being co-created with feedback from an HR leader and her department. We also learned from conversations with agile coaches, consultants, and leaders that they had methods that worked for them and their clients. Our key question became why would they adopt our method and determined they would not. We had learned that we needed to enable our customers to build solutions that work for them. i.e. start where they are.
Based on this, in our pivot, our role is a platform provider not a solution provider. This pivot decision was made in August 2019. We have spent the months since:
Our next steps are:
Passionate about leaders, coaches & facilitators reimagining how teams and people connect, and deliver together
Responsibility: Business Success
Background: IT services – 20yrs as a vendor – 10yrs as a customer - “made-it-happen” through strong team problem-resolution practices. Executive & agile leader - major programs–up to $30M. Bootstrapped JANA. Agility Coach & Qualified mediator.
Passionate about technical leadership. Loves coding and everything related to automation. Enjoys challenging work as an Enterprise Application Architect with high performance enterprise systems.
Responsibility: Product Architect & Technical Delivery
Background: 20yr - full stack developer and architect. Succeeded in transaction-intense middleware environments. Education: BE in Electronic Design Technology from RKNEC & MSc from KFUPM. And Speaks: Arabic English Hindi