Join me in a conversation with another pairing from Menlo Innovations, Mollie Callahan, High Tech Anthropologist and George Lund, Software Developer.
In this episode we get to know their journey from academia to private business and in the discussion you can hear a little about how Menlo is different. We also talk about alignment, i.e. do your policies align with your purpose?
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Questions
This doesn’t necessarily fit into the purpose of a business so the question is also, why should you take the time to think about this?
What difference would it make to your organizations purpose and productivity if more of your team could say something like this?
Alignment. Are your structures and company policies in line with your visions and strategies for your culture?
Join me on this Inspired Journey
While traveling, I’ve been talking with a few people about their work and it’s getting more excited on my goal to create a group of crazies that want to change the world of work. To that end, please sign up for the community email list. I will email when new episodes are out, but every few weeks will send you other stories I find to help inspire you to make work…work.
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Notes taken during editing
High Tech Anthropologist
Field based research figure end user needs, how they interact with the solutions, and interfacing with the technical teams and the customer.
How is Menlo different than other places you’ve worked.
Academia vs MI
HERO model – Ultimately you’re trying to develop yourself personally.
Here everything is different. You’re only successful if the team is successful.
Q 8:00 Academia brought out the best of a slim part of Mollie. Menlo Innovations brings out the best of all of her.
Lonely working on tough problems at Academia.
It’s all about collaboration and innovation. Menlo seems to be an extreme example.
Can some of this be replicated in academia. The larger organizations struggle because they want collaboration but then encourage communication to email or phone calls even though they’re right across the hall. Either physical restrictions like offices or cultural limitation like individual incentives.