Real-life laboratory for human experiments – The case of an Agile organization
Our organization is well known in Canada, France, and other French speaking countries around the world as a leader with the Agile approaches. We are one of the few organizations in North America with over 20 full-time agile coaches (employees). For most part, our governance model relies on self-organization, the absence of hierarchy, and transparency in our decisions. This is what is well known from customers who have worked with Pyxis and potential employees who wish to join the organization, but what is much-less known is how Pyxis is a real-life laboratory for management, organizational behaviours, and team dynamics.
Most of the people who come in contact with people at Pyxis or who have worked with us will agree that the organization is different and throughout this year, I will share some of the inner working of our organization.
Pyxis helps software development companies to become places where results, quality of life, and fun coexist sustainably by being first and foremost an example of what it proposes to its clients and by coaching them.
We help our customers transition to Agile because we know it works – not because it is written in books but because we have been living the Agile way for 10 years now.
As the first post on the inner working of our Agile organization, I will explain the root cause of this difference. More posts will follow on self-organization, agile management, governance models, and growing a profitable organization by leveraging people’s inner motivation (remember autonomy, mastery and purpose?).
The fundamental reasons why Pyxis is different
After observing the organization from the inside for over two years, I have had the opportunity to appreciate that we are fortunate (and one of very few organizations) to have a real-life laboratory for human experiments – no, not the kind usually reserved to white rats. Our structure allows us to experiments with governance models (the way people are managed) and observe first hand the organizational behaviors that arise and the impact on team dynamics. We pride ourselves as being an incubator for highly performing teams and as such, we often experiment new concepts within our organization before trying them out on our clients – which is not often the case in consulting, but I digress…
The first reason behind our uniqueness is the philosophy of the founder. François sees the world differently from most people and although he has an opinion on many topics, his real contribution is that Pyxis is not a profit-maximizing organization. Like every organization, Pyxis wishes to generate a yearly profit but that is not the reason why Pyxis was originally created. Pyxis was born with a purpose to improve how software development is made and more importantly to improve the quality of life of people within those organizations.
This is critical to understand the organization because it leaves rooms for experiments (making mistakes is a critical part of learning), for employee satisfaction (people truly enjoy working at Pyxis), and deliver great results (highly motivated employees deliver better results).
There are other reasons why the organization is different but in my opinion, this one is fundamental.