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Creating a
Global Engineering
Culture
Michael “Doc” Norton - doc@groupon.com
@DocOnDev
2007
The
Point
2008
Campaig
n
2008
Groupon
2008
10
2010
300+
2012
10000+
8+
Platform
s
48+
Countrie
s
40M+
Customer
s
400M+
Deals
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Lack of Mobility
Unclear Career Paths
Management Issues
Hard to Move Code
Hard to Start a Project
Lack of Learning Opportunity
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Continuous
Feedback
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Recall that Rapid
Growth?Well
…
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
The
W
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Creating a Global Engineering Culture - Agile india 2014
Groupon all
faith
commitment
compassion
patience
tenacity
coffee
Listen
- not just the words, the message
- listen to the buzz
find pockets of excellence
- Give them a platform
- Spread the word
Teach, don’t train
Creating a
Global Engineering
Culture
Michael “Doc” Norton - doc@groupon.com
@DocOnDev
Thank
You!

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Creating a Global Engineering Culture - Agile india 2014

Notas del editor

  1. Social Media Company designed to get groups of people working together to solve problems
  2. One of those groups launched a “campaign” to save money by buying as groups - leverage for discounts. This became a popular way to use The Point in APAC. It got our attention.
  3. November 2008, Groupon was born Show original logo
  4. with 10 people in the whole company
  5. 2010 - 300+ people CLICK - “And then we took off like a rocket ship!”
  6. 2012 - 10,000+ People Acquisition was a significant part of our growth strategy. How we spread to countries. How we expanded our offering. Easily repeatable business model - rush to capture markets was only chance. Development centers in Brazil, Chile, Germany, India, Japan, US Different languages, platforms, and practices Over 1000 engineers worldwide
  7. 8+ Platforms 48+ Countries 40M+ Customers 400M+ Deals
  8. Groupon Deals Freebies Getaways Goods Grassroots Live Reserve And more
  9. Teams in Chennai Getaways - Entire Front End Goods - Did not exist 2.5 years ago. 2B+ last year This is all context. Now - Let’s talk about Culture.
  10. 2012 - US => Low morale. High Attrition. Monolithic code base. Can’t make changes. Major redesign attempt failed. People demoralized. Company unhappy with slowing rate of innovation. Lot of frustrated employees. Lack of trust. People looking out for themselves first. This is a world saturated with Dopamine. Dopamine makes you feel good about an individual achievement. In toxic environments. Dopamine is too high and people stop thinking about anyone else.
  11. Start by Listening. Genuinely Listening. Two or more times per week, I meet with an Engineer from somewhere in the world and talk to them about their experience at Groupon. For offices with high turnover or other issues, I may focus on them for a while and even meet with people in small groups. Things we learned and did:
  12. These things all helped. But how do we get continuous feedback?
  13. Lack of Mobility Frustrated at lack of opportunity to move around the department. Engineering Internal Transfer Procedure - No employee can be denied a transfer. It is only a matter of planning.
  14. Unclear career path Created job ladders for Engineers/Managers. Clarify expectations for each role and attributes to display for advancement. Salary bands
  15. Management Issues Instituted Career Training for all Managers and above Jhana Manager Mentoring Programs
  16. Hard to move code or get other simple things done Internal operations teams - streamline process, allow for smooth exceptions. Paperwork close to eliminated. Get on schedule - drop event on Ops calendar Do the things - Get in HipChat room and “chat”
  17. Hard to get your machine configured or a project started Internal Tools team created Skeltor and other tooling. Skeletor exists for rails, node, java, and Clojure. Pre-configured base environments that include standard logging, A/B testing, and other fundamental requirements. Fork keldor => Update Configuration => Start Coding Created pre-installed Engineering VMs
  18. Lack of learning opportunities Personal Growth Benefit Brown Bag Meetings On-Boarding Internal Knowledge Share Safari Books Online Code School
  19. These things all helped. But how do we get continuous feedback?
  20. Director’s Office Hours Anyone can submit a topic Anyone can drop in Q&A / Open Discussion
  21. Employee Engagement Surveys - one per quarter. Results are shared with all employees, including plans for addressing any known items.
  22. Engineering Check-In Form => Histograms => Overall 01 - I know what's expected of me at work. 02 - I have the materials and equipment I need to do my work right. 03 - At Groupon, I have the opportunity to do what I do best every day. 04 - In the last seven days, I have received recognition or praise for doing good work. 05 - My manager, or someone at Groupon, seems to care about me as a person. 06 - There is someone at Groupon who encourages my development. 07 - At Groupon, my opinions seem to count. 08 - The mission/purpose of Groupon makes me feel my job is important. 09 - My co-workers are committed to doing quality work. 10 - I have a best friend at work. 11 - In the last six months, someone at Groupon has talked to me about my progress. 12 - This last year, I've had opportunities at Groupon to learn and grow.
  23. This is what we wanted you to see… Beautiful modular home
  24. This is what it felt like behind the scenes Remember one attempt at a redesign (new look/feel) had just colossally failed.
  25. Rolled up our sleeves and made a new plan
  26. and in 2013, we set to work on fixing up our platforms SOA with a node front end
  27. Stressed out Tight deadline - done before Holiday rush Lot of pressure Late nights Concerns over quality Silent compliance
  28. Ran retrospectives Shared the results with everyone and made adjustments communication project planning SLAs Call Bullshit
  29. Project Unity
  30. 30-thousand foot view of our future “simplified” architecture Each of those boxes represents another diagram equally as complex As part of this effort, our Chennai office will be staffing up to take on consolidation of Japan, Korea, Taiwan, Indonesia, TicketMonster, and all of APAC.
  31. Animosity / Differences / Blame SOA allows us to write our own way, in our language of choice But there are still integration points. - Integrate with the checkout page/service - Drop a widget on a page - Add something to the primary navigation - Add functionality to a shared service or module Add to that all these teams that never had to work together before
  32. And then came the demand for standards We need to establish standards and enforce compliance. That will solve this.
  33. It’s not how smart the people in the organization are; it’s how well they work together that’s the indicator of future success. - Simon Sinek in “Leaders Eat Last”
  34. Focus on Compliance and get Complacency. Focus on connection and get consistency. - Doc Norton
  35. Daniel Pink - Autonomy, Mastery, Purpose are what motivates us. I think he left out Connection. Martin Fowler told us this morning that you need a good group of people that work well together Social creatures. Dominated the world not through independence, but through interdependence. Only animal that communicates at this level. Only animal that has established markets for trade. Biologically programmed for connection. Serotonin when we get and give support. Oxytocin when we feel deep connection. When we don’t get enough of them, we substitute with placebos We biologically need one another. Well maybe not you and me specifically, but in the broader sense. Humans need connection. Let’s look at Groupon’s social network.
  36. The connections between verticals/offices are too few. Some are barely connected at all. So lightly, it is not worth mentioning. These are not dependencies. These are social networks - real connections between real humans. The conduit through which most valuable information actually flows. The path of influence and cooperation. Let’s zoom in.
  37. Let’s zoom in on one
  38. Some teams are not well connected
  39. Some are worse
  40. And worse still. Let’s look at those connections between verticals/offices again.
  41. They are weak. In some cases teams have no clear path.
  42. This leads to “They” thinking They don’t get it They are NOT as good as us They are hard to work with They have bad ideas
  43. We want “We” thinking We are in agreement We rock We’ll work on it together We can figure it out
  44. Multiple connections. This is more like what we want. Multiple pathways. Multiple connections. A tight network.
  45. And this at a bigger level.
  46. Cohorts When we bring new people in, the spend a week on-boarding. Share the environment, tools, teams, people. What they need to know to make connections and be successful at Groupon They are a cohort. We encourage them to stay in touch. We set up a couple of initial monthly meetings where they get together and share. In the last meeting, we have them come up with possible topics or ideas for future meetings. It is then up to them.
  47. GeekOn Two (or more) times per year - Engineering and Product take a week to hack. Cannot be part of your regular work Have to be able to squint at it and see Groupon Projects are voted on and Executive team funds them for additional 20% time
  48. G-Stack - Internally built tool like stack overflow. Ask questions. Get answers. Vote on answers. Click - Rubber duck award randomly given out for awesome answer
  49. Love Monster Reinforcing Feedback From peers to peers - realtime, positive, 360 feedback Integration with HipChat Integration with G-Stack Possible future integration with Groupoin (internally built bit-coin; Groupon only)
  50. Interest Leagues Communities of people with common interests, related to work, but not directly about delivery of a Groupon project. Java League, Node League, Ruby League, On-Boarding League, Speaker League These groups create our standards. Standards come from the people who do the work. They come from a team self-selected and self-organized people from all over the globe.
  51. Culture Clubs Volunteers in each office. Plan office events - parties, charity drives, in-chair massage Culture clubs meet to share ideas and tips. Coordinate events across offices for some occasions. This past Valentines Day, one of the members created an add-on for Chrome that turned Love Monster into this.
  52. Love Monster “screen saver” Here’s what I love about all of these things. All of them already existed at Groupon. These are things the people wanted and willed into existence. That’s beautiful.
  53. I didn’t talk about vision statements or values. Valuable and Important. It takes a cult of personality to impose a culture. Cult of personality fails when the “leader” leaves. Instead - find pockets of excellence and spread the word. You’re not creating it, you’re uncovering it. You’re not an architect, your an archeologist. Culture changes. Keep listening. Keep digging. Focus on connection and much of the rest will fall into place.
  54. I talk about this stuff all the time. Every now and then, somebody asks me what book I get these notions from or what book I suggest they read to better understand