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| === Individual Contributors Levels ===
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| Each Level and Step for Individual Contributors is evaluated based on well-defined criteria as shown below:
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| {| class="wikitable"
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| !colspan="8"|Levels Chart
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| !rowspan="1"|'''IC Path'''
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| !'''Description'''
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| !'''Level 1'''
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| !'''Level 2'''
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| !'''Level 3'''
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| !'''Level 4'''
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| !'''Level 5'''
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| !'''Level 6'''
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| !rowspan="2"|'''Knowledge (application of the [[Knowledge_Management#Knowledge_Accountability_Index|KAI]])'''
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| |colspan="1"|Application
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| |'''Understands''' how to use professional concepts.
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| |'''Continually develops''' professional expertise and skills. Applies relevant knowledge to '''find resolutions for a variety of issues''' on a daily basis.
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| |Possess a '''full understanding''' of tasks/projects; resolves a '''wide range of issues''' in '''creative''' ways.
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| |Has a '''wide-ranging experience''', is capable of using '''professional concepts and objectives correctly''' in order to accomplish tasks.
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| |Has '''broad expertise or unique knowledge''', uses a '''variety of skills''' to contribute to the development of Secure Group's business model, objectives, and principles and to '''achieve goals in creative and effective ways'''. Capable of '''transmitting knowledge''' to the other departments/employees (tech-sessions).
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| |'''Expert in the field''' uses professional concepts in developing a resolution to '''critical issues''' and '''broad business matters.''' It's '''recognized in the industry'''.
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| |Focus
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| |Your focus is on '''learning with guidance from others.'''
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| |Your focus is on '''continuous self-learning.'''
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| |Your focus is on '''developing through on-the-job experience.'''
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| |Your focus is on '''applying and enhancing knowledge''' or skill.
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| |Your focus is on '''broad organizational/professional issues.'''
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| |Your focus is '''strategic'''.
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| !rowspan="14"|'''Job Complexity (defined in the [[Roles|RACI]])'''
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| |colspan="1"|Writing code
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| |Testing
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| |Debugging
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| |Observability
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| |Understanding code
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| |Software Architecture
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| |Security
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| |Process thinking
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| |'''Understands their team's''' practices and processes. '''Follows''' the standard practices, procedures, and '''processes defined''' in the RACI.
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| |'''Sometimes''' thinks about team practices and processes and '''discusses improvements''' with team. '''Exercises judgment within defined procedures''' and practices described in the RACI to '''determine appropriate action.'''
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| |'''Frequently''' thinks about team practices and processes and '''discusses improvements''' with team. '''Demonstrates good judgment''' in '''selecting''' methods and techniques that act as '''effective solutions driving tangible results.'''
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| |'''Always thinks''' about team practices and processes and regularly discusses improvements with their team. Sometimes collaborates with others to improve organizational practices and processes. It is capable of exercising judgment to select and define methods, techniques, and evaluation criteria that act as effective solutions driving tangible results.
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| |'''Always thinks''' about practices and processes that affect several teams, '''discusses improvements''' with appropriate parties, and '''drives implementation. Usually collaborates''' with others to '''improve organizational practices''' and processes. '''Exercises independent judgment in defining methods''', techniques and evaluation criteria that act as '''effective solutions driving tangible results.'''
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| |'''Takes ownership and responsibility''' for organizational practices and processes and their continuous improvement. Acts as a spokesperson for Secure Group.
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| |Work Breakdown
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| |Works on '''limited scope''' issues. '''Understands''' value of rightsizing tasks.
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| |Works on problems of '''moderate scope''' where analysis of situations or data '''requires reviews from a manager''', a tech lead or a senior employee. Before beginning work, ensures that tasks are appropriately sized with help from teammates and manager.
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| |Works on problems of '''diverse''' scope specified in the RACI where analysis of data '''requires evaluation of already identified factors. Reviews tasks critically''' and '''ensures''' they’re appropriately sized.
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| |Works on '''complex''' issues determined in the RACI where analysis of situations or data requires an '''in-depth evaluation of a variety of factors. Reviews tasks and projects critically''' and '''ensures''' they’re '''appropriately broken down and prioritised''', and well '''understood''' by the team.
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| |Works '''on important''' and '''unique''' tasks where analysis of situations or data requires an '''evaluation of intangible factors. Reviews cross-team work critically''' and ensures it’s '''appropriately broken down and prioritised''', and well '''understood''' by '''all involved''' teams.
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| |Works on issues that '''impact business success''' or addresses future concepts, products, and technologies. '''Reviews organization-wide work critically''' and '''ensures''' it’s '''appropriately broken down''' and '''prioritised across the organization.'''
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| |Prioritisation, dependencies
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| |'''Acts''' according to task prioritisation.
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| |'''Understands and acts''' according to task prioritisation. '''Notes''' dependencies.
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| |'''Ensures tasks are prioritised''' correctly, and that dependencies are '''noted.'''
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| |'''Ensures dependencies are noted''' at tasks and projects and '''well understood''' by the team. Works '''within their team''' to foster a '''culture of priority setting''' and '''urgency in alignment with organizational strategy.'''
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| |'''Ensures cross-team dependencies''' are '''noted and well understood by all teams involved''' and other relevant stakeholders. Works '''across teams''' to foster a '''culture of priority setting and urgency in alignment with organizational strategy.'''
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| |'''Identifies dependencies across the organization''' and works with other ICs to '''resolve''' them before they become an issue, and '''installs preventative measures''' to mitigate repeat occurrences. Works '''across the organization''' to '''foster a culture of priority setting and urgency in alignment with organizational strategy.'''
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| |Dealing with ambiguity
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| |'''Understands''' risks and chaos are part of the organization.
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| |'''Usually handles''' risk, chaos and uncertainty within their personal scope of work effectively. '''Usually decides''' and '''acts responsibly without having the total picture''' during routine business, and when in high-pressure situations.
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| |'''Handles''' risk, chaos and uncertainty within their personal scope of work effectively. '''Decides''' and '''acts responsibly without having the total picture''' during routine business and when in high-pressure situations.
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| |'''Effectively handles''' risk, chaos, and uncertainty within their team. '''Decides and acts responsibly''' in their '''work with their team without having the total picture''' during routine business, as well as when in high-pressure situations.
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| |'''Effectively handles''' risk, chaos, and uncertainty across '''several teams. Decides and acts responsibly''' in their '''work across teams without having the total picture''' during routine business, as well as when in high pressure situations.
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| |'''Effectively handles''' risk, chaos and uncertainty '''across the organization. Decides and acts responsibly in their work across the organization without having the total picture''' during routine business, as well as when in high pressure situations.
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| |Realibility, delivery, accountability
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| |Has '''daily conversation''' with the team about the progress of their work. '''Delivers on commitments''' with a '''sense of urgency.'''
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| |'''Commits to a realistic amount of work''', and works with their teammates both to '''ensure''' they '''understand priority''' and '''urgency''', and to '''deliver''' upon them accordingly. '''Escalates''' any blockers and delays to their team daily. '''Clarifies expectations''' with their teammates.
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| |'''Ensures''' their '''commitments are realistic, understands''' their '''priority''' and '''urgency''', and '''delivers''' upon them accordingly. '''Anticipates and communicates''' blockers and delays for their work '''before they require escalation. '''Ensures expectations''' within '''their team are clarified between all parties involved.
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| |'''Anticipates''' and '''communicates''' blockers and delays within their team’s projects, '''before''' they require escalation. '''Ensures expectations''' with '''their team and external stakeholders''' are clarified between all parties involved.
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| |'''Successfully manages cross-team''' commitments, their progress, and deliverables. '''Anticipates and communicates''' blockers and delays '''across teams, before''' they require escalation. '''Ensures expectations across teams''' and stakeholders are clarified between all parties involved.
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| |'''Successfully manages organization-wide''' commitments, their progress, and deliverables. '''Ensures''' expectations '''across the organization and external stakeholders''' are clarified between all parties involved.
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| |Economic thinking
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| |'''Understands the importance''' of weighing cost and value in decision making. '''Asks''' more senior Ics and managers for help in applying this type of thinking to their tasks and projects.
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| |When taking action, '''weighs''' cost and value in order to take the '''most cost-effective''' action '''with help''' from superiors. '''Sometimes''' uses this type of thinking '''to make suggestions to teammates.'''
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| |When taking action, '''weighs''' cost and value in order to take the '''most cost-effective action. Uses''' this thinking in their own work and '''promotes''' the economic thinking towards teammates without jeoparziding quality and/or time.
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| |When taking action, '''weighs''' cost and value in order to take the '''most cost-effective action.''' Uses this thinking in '''their own''' work, and to '''foster a culture''' within their team where people apply economic thinking to make timely decisions without jeopardizing the quality.
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| |When taking action, '''weighs''' cost and value in order to make the '''most cost-effective action. Uses''' this thinking in '''their own''' work, and to '''foster a culture across several teams''' where people apply economic thinking to make timely decisions without jeopardizing the quality.
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| |When taking action, '''weighs''' cost and value in order to make the '''most cost-effective action. Uses''' this thinking in '''their own''' work, and to '''foster a culture within the organization''' where people apply economic thinking to make timely decisions without jeopardizing the quality.
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| |Supervision
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| |Normally receives '''detailed instructions''' on different tasks.
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| |'''Usually''' receives '''general instructions''' on routine work and '''detailed instructions''' on '''new''' projects or assignments.
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| |Normally receives '''little instruction''' on day-to-day work, '''general instructions''' on new assignments/projects.
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| |'''Determines''' the methods and procedures '''to be followed on new assignments''' and '''acts as an advisor''' to other employee's activities.
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| |'''Acts independently''' to determine methods and procedures on new or special assignments. '''Supervises and advises''' the activities of others.
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| |'''Exercises wide latitude''' in determining objectives and '''approaches to critical assignments.'''
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| !rowspan="7"|'''Teamwork'''
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| |colspan="1"|Delivering feedback
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| |You '''respond''' to requests. '''Understands''' how to deliver feedback in a useful manner.
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| |You '''support''' colleagues. '''Delivers feedback''' to their teammates when applicable in a useful manner.
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| |You '''actively engage''' with colleagues by providing constructive feedback and '''encourage collaboration. Delivers feedback''' to their team's business '''stakeholders''' when opportunities arise.
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| |You '''motivate others to work with themselves''' to reach the team's objectives. '''Facilitate and inspire cross-department collaboration.'''
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| |You are an '''advisor''' in establishing a '''collaborative culture. Facilitates the culture of delivering feedback across several teams''' as well as their respective business stakeholders. '''Actively demonstrates''' these behaviours.
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| |You '''engage in internal transformational partnerships''' that lead to high-performance. Identify '''external opportunities and instills a culture''' based on '''collaboration''' and feedback delivery. '''Actively demonstrates''' these behaviours.
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| |Seeking and receiving feedback
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| |'''Sometimes''' seeks out feedback from their teammates and manager and '''works to use feedback''' that they receive as a '''tool for growth.'''
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| |'''Actively''' seeks out feedback from their teammates and manager and '''works to use feedback''' that they receive as a '''tool for growth.'''
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| |'''Actively''' seeks out '''structured''' feedback from their teammates and manager and '''works to use feedback''' that they receive as a '''tool for growth.'''
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| |Works '''within their team''' and with '''its business stakeholders''' to foster a '''culture of seeking out feedback''' and using it as a '''tool for growth. Actively demonstrates''' these behaviours.
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| |Works across '''several teams''' and with their '''business stakeholders''' to foster a '''culture of seeking out feedback''' and using it as a '''tool for growth. Actively demonstrates''' these behaviours.
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| |Works '''across the organization''' to foster a '''culture''' of seeking out feedback and using it as a '''tool for growth. Actively''' demonstrates these behaviours.
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| |Effective communication
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| |'''Understands the importance of effective communication''' and in an audience-oriented way, in written and verbal form. '''Actively listens''' to others and ensures they are understood.
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| |Usually '''communicates effectively''', clearly, concisely and in an audience-oriented way in written and verbal form both '''technical''' and '''non-technical''' subjects, to their teammates. '''Actively listens''' to others and ensures they are understood. Respects the time of the audience.
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| |'''Communicates effectively''', clearly, concisely in written and verbal form both technical and non-technical subjects, and in an audience-oriented way. '''Actively listens.'''
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| |Is able to communicate effectively with a '''diverse team. Fosters a culture''' of clear, concise, effective, audience-oriented communication on their team, '''ensuring teammates actively listen''' to others and are understood. '''Actively demonstrates''' behaviours. Respects the time of the audience.
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| |Is able to communicate effectively with a '''diverse set of teams. Fosters a culture''' of clear, concise, effective, audience-oriented communication across several teams, ensuring teammates actively listen to others and are understood. '''Actively demonstrates''' these behaviours. Respects the time of the audience.
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| |Is able to communicate effectively '''across the company. Fosters a culture''' of clear, concise, effective, audience-oriented communication across the '''company''', ensuring '''teammates actively''' listen to others and are understood. '''Actively demonstrates''' these behaviours. Respects the time of the audience.
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| |rowspan="2"|Knowledge Sharing
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| |'''Understands''' their area of work and shares their knowledge frequently with their teammates. '''Attends''' tech-sessions.
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| |'''Understands''' their work domain, '''shares''' their knowledge frequently with their teammates. '''Watches out for opportunities''' to share knowledge. '''Supports''' the creation of content and/or '''gives''' Tech-Sessions that are related to the '''application of tools within a defined process, with the supervision''' from superiors.
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| |'''Understands''' their team's domain, '''shares''' their knowledge frequently with their teammates. '''Watches out for opportunities''' to share knowledge and encourages others to do the same. '''Creates content and/or provides''' Tech-Sessions related to '''processes without''' any supervision.
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| |'''Fosters a culture of documentation and knowledge''' sharing '''within their team''' and with their team's business stakeholders; actively demonstrates these behaviors. '''Creates content and/or gives''' Tech-Sessions related to our '''business: concepts, models, frameworks etc.'''
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| |'''Fosters a culture of documentation and knowledge sharing across several teams''' and their respective business stakeholders; actively demonstrates these behaviors. '''Identifies knowledge GAP from internal references''' and created relevant content to be applied in Tech-Sessions.
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| |Fosters '''a culture of documentation and knowledge sharing across the organization;''' actively demonstrates these behaviors. You identify knowledge gaps from external references and create relevant content to be applied in Tech-Sessions.
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| |The employee is '''informed about''' our documentation process and knows how to find information when needed.
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| |The employee is '''responsible for gathering relevant information''' and data for superiors to create documentation.
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| |The employee is '''responsible for writing''' the documentation that is under its responsibility/accountability with the review from superiors.
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| |The employee is responsible '''for selecting processes creating''' documentation for the department.
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| |The employee is responsible for '''prioritizing and ensuring''' that the documentation is relevant and applicable to a '''variety''' of departments.
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| |The employee is responsible for '''designing organizational processes from scratch''' in order for the teams to document them.
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| |Collaboration
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| |'''When requested''', helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
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| |'''Sometimes''' helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
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| |'''Consistently''' helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
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| |'''Consistently''' works '''across teams''' to help them resolve blockers, and complete work tasks. Ensures that credit is shared and given where due.
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| |'''Consistently''' works '''across different teams''' to enable them to support each other. Ensures that credit is shared and given where due.
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| |'''Consistently''' works '''across the organization''' to enable teams to support each other. Ensures that credit is shared and given where due.
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| |Handling change
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| |'''Openly shares''' their opinions and '''contributes''' to discussions in a respectful manner. '''Works with teammates''' to resolve disagreements in a healthy manner. Is '''open to changing their perspective''' and plans based on others' input.
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| |'''Openly shares''' their opinions, '''understands diverse views''' and '''contributes''' to discussions in a respectful manner. '''Approaches''' disagreement with their teammates '''non-defensively''' with inquisitiveness. '''Uses''' contradictory opinions as a basis for '''constructive, productive conversations. Is open to changing their perspective''' and plans based on others' input. '''Supports''' change across the team.
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| |'''Encourages their teammates''' to openly share their opinions, '''integrates''' their point of view and '''contributes''' to discussions in a respectful manner. '''Approaches''' disagreement '''non-defensively''' with inquisitiveness. '''Uses''' contradictory opinions as a basis for '''constructive, productive conversations. Is open to changing their perspective''' and '''plans''' based on '''others' input. Points''' out the need for change '''across the team.'''
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| |'''Fosters''' a culture '''within their team''' where people are encouraged to share their opinions, '''function well across diverse groups''' and '''contribute to discussions''' in a respectful manner. '''Approaches''' disagreement '''non-defensively''' with inquisitiveness, and '''uses''' contradictory opinions as a basis for '''constructive, productive conversations. Is open to changing their perspective and plans''' based on '''others' input.''' Makes '''compelling cases for change across the different teams.'''
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| |'''Fosters''' a culture '''across several teams''' where people are encouraged to share their opinions. '''Facilitates engagement''' between people and '''contributes''' to discussions in a respectful manner, '''approaches''' disagreement '''non-defensively''' with inquisitiveness, and '''uses''' contradictory opinions as a basis for '''constructive, productive conversations. Works through surface-level disagreements''' to expose the concerns of disagreeing voices and '''integrates''' these concerns into their perspective and plans. '''Mobilizes''' others to initiate change.
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| |Fosters an '''inclusive culture across the organization''' where people are encouraged to share their opinions and contribute to discussions in a respectful manner, approach disagreement non-defensively with inquisitiveness, and use contradictory opinion as a basis for constructive, productive conversations. Integrates disagreeing perspectives from the '''whole company''' into their perspective and plans. Drives '''firm-wide momentum for''' change.
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| !rowspan="3"|'''Informal Leadership'''
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| |colspan="1"|Decision making
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| |'''Understands''' the impact of biases on decision making. Understands accountability.
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| |'''Strives to be objective''' and reflects on their own biases when making decisions.
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| |'''Holds themselves accountable''' for decision and outcomes. '''Raises awareness''' for how biases impact decisions and ensures accountability is practiced within their team. '''Demonstrates''' these behaviours themselves.
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| |'''Takes ownership of decisions''' made in '''their team''' by '''helping their teammates make clear decisions''' in alignment with organizational goals, backing decisions made, and taking responsibility for their success.
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| |'''Takes ownership of decisions made across teams''' by helping them make clear decisions in alignment with organizational goals, backing decisions made, and taking responsibility for their success. '''Raises awareness''' for how biases impact decisions and ensures accountability is practiced throughout those teams. '''Demonstrates''' these behaviours themselves.
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| |'''Takes ownership of decisions made in the organization''' by '''helping colleagues''' make clear decisions in alignment with organizational goals, backing decisions made, and taking responsibility for their success. '''Raises awareness''' for how biases impact decisions and '''ensures accountability is practiced throughout the organization. Demonstrates''' these behaviours themselves.
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| |Facilitation
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| |Not applicable at this level
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| |'''Facilitiates discussions''' within their team, '''ensuring''' that everyone has an opportunity to share their opinion and be heard. '''Encourages''' quiet participants and ensures no one person dominates the conversation.
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| |'''Conducts discussions''' within their team, '''facilitates''' discussions '''within different teams,''' ensuring that everyone has an opportunity to share their opinion and be heard and that discussion outcomes tie to goals. '''Encourages''' quiet participants and '''ensures''' no one person dominates the conversation.
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| |'''Facilitates discussions across teams, ensuring''' that everyone has an opportunity to share their opinion and be heard and that discussion outcomes tie to goals. '''Ensures''' relevant parties are included in discussions. '''Guides discussions''' toward '''decisions, clarifies and gets buy-in.'''
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| |'''Facilitates discussions across teams,''' ensuring that everyone has an opportunity to share their opinion and be heard and that discussion outcomes tie to goals. '''Ensures relevant parties''' are included in discussions. '''Guides discussions''' toward decisions, '''clarifies and gets buy-in.'''
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| |'''Facilitates organization-wide discussions, ensuring''' that everyone has an opportunity to share their opinion and be heard, and that discussion outcomes tie to goals.
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| |Advisement
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| |'''Seeks out''' guidance and advisement to grow their own experience.
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| |'''Seeks out''' guidance to grow their own experience. '''Sometimes advises''' their teammates in an open, respectful, flexible, empathetic manner.
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| |'''Mentors''' their teammates in an open, respectful, flexible, empathetic manner. '''Seeks out mentoring opportunities''' specifically to create team redundancy and backfill ability.
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| |'''Mentors''' their teammates in an open, respectful, flexible, empathetic manner. '''Seeks out mentoring opportunities specifically''' to create team redundancy and backfill ability. '''Mentors members of other teams''' as needed.
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| |'''Mentors across teams''' in an open, respectful, flexible, empathetic manner. '''Fosters a culture of mentoring''' across teams by seeking out mentoring opportunities for themselves and others, and '''supports others in their growth as mentors.'''
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| |'''Mentors across the organization''' in an open, respectful, flexible, empathetic manner. '''Fosters an organizational culture of mentoring''' by seeking out mentoring opportunities for themselves and others, and '''supports others in their growth as mentors.'''
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| !rowspan="5"|'''Strategy Involvement (Balanced ScoreCard)'''
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| |colspan="1"|Driving strategic alignment
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| |'''Contributes to conversations''' based on organizational strategy and principles with their teammates when appropriate.
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| |'''Initiates conversations''' based on organizational strategy and principles with their teammates when appropriate. '''Oriented towards goals and works towards their team's goals.'''
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| |'''Conducts conversations''' based on organizational strategy and principles with their teammates when appropriate to '''ensure team alignment and cross-department alignment. Strongly oriented''' towards goals and '''ensures their team is continuously working towards their shared goals.'''
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| |'''Fosters a culture within their team''' of having conversations based on organizational strategy and principles to create alignment. '''Strongly oriented towards goals''' and '''ensures their team is continuously working towards their shared goals.'''
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| |'''Fosters a culture across several teams''' of having conversations based on organizational strategy and principles to create alignment. '''Strongly oriented towards goals''' and '''ensures several teams are continuously working towards their goals.'''
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| |Fosters a culture across the organization of having conversations based on organizational strategy and principles to create alignment. '''Ensures goals are understood and continuously worked towards across the organization.'''
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| |SG Knowledge
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| |Has a '''basic understanding of their team's domain''' and SG strategic plan, industry, and market space. Has a basic '''understanding of adjacent teams'''' business domains.
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| |Has a '''basic understanding of their team's domain''', and how it contributes to the overall organization's strategy. '''Strong knowledge of adjacent teams' business domains.'''
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| |Has a '''thorough understanding of their team's''' domain, '''how it's built''' in the strategic map and '''how it contributes''' to overall business strategy. Has '''complete understanding of adjacent teams' business domains.'''
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| |Has a '''thorough understanding of their team's''' domain, '''strategy,''' and '''how it's built into strategic map.''' Has a '''thorough understanding of adjacent teams' strategies,''' how they map to their team and interaction points, '''and how this is built into strategic maps.'''
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| |Has a '''thorough understanding of several team's domains''', and '''how they contribute to the overall organizational strategy''' through their strategic maps.
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| |Has a '''thorough understanding of the entire business, organizational strategy (strategic maps)''', including '''all department's domains''', and how they contribute to overall strategy.
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| |Strategic work
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| |Is '''aware''' of the organization's strategy.
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| |'''Understands''' the organization's strategy and '''how it's related''' to his/her daily work.
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| |'''Understands''' the organization's strategy and '''how it's related''' to his/her daily work.
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| |'''Collaborates and decides''' on their team's work based on organization's strategy, together with their teammates and senior employees. '''Sometimes''' involved in work on organizational strategy.
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| |'''Usually involved''' in '''strategic organizational decisions''' and plans. '''Leads cross-team''' strategic efforts, influencing decisions to achieve cross-team alignment on major goals. It's '''directly responsible''' for achieving one or more business' goals.
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| |'''Leads''' strategic organizational decisions and plans. '''Consistently works at a strategic level''', influencing decisions to achieve organizational alignment on major goals. '''Acts as a spokesperson''' for Secure Group Strategic Plan and has a thorough holistic understanding of the business.
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| |rowspan="2"|Product Thinking
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| |Is '''aware''' of the product roadmap.
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| |'''Understands''' the product's roadmap, the business '''implications''' and it's '''involved''' in discussions within the team.
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| |'''Understands''' the organization's product strategy. '''Constantly''' involved in discussions about the '''implications''' for their team.
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| |'''Collaborates and decides''' on '''their team's work''' based on the organization's product strategy, together with their teammates and senior employees. '''Thorough understanding''' of the market space.
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| |'''Usually involved''' in product-related decisions and plans on an '''organizational''' level. '''Leads cross-team strategic''' efforts, '''influencing decisions''' to achieve '''cross-team alignment on major goals.'''
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| |'''Leads''' strategic organizational decisions and plans based on the product strategy. '''Consistently''' works at a '''strategic level, influencing decisions''' to achieve '''organizational alignment''' on major goals.
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| |Understands '''basic utility''' of the product.
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| |'''Understands product area''' of '''focus''', how it fits into the overall business, and '''sometimes''' makes '''improvement suggestions''' for it in '''their area of impact.'''
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| |'''Thoroughly understands''' the '''business model''' in '''relation to their current focus area. Sometimes''' participates in roadmap feedback with product team. '''Looks for opportunities''' to simplify product & technical design.
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| |'''Evaluates''' and '''creates''' new product features in collaboration with the product team. '''Regularly participates''' in the creation of the team roadmap and ensures feedback. Simplifies product and technical design through '''proactive conversations.'''
| |
| |'''Recognizes product opportunities''' and '''differentiators''' in relation to the competition. '''Often helps refine''' roadmaps across teams based on technical strategy & constraints. '''Helps''' to '''define''' & create new product abilities by changing technical strategy or constraints.
| |
| |'''Actively seeks''' to '''create''' or '''redefine''' roadmaps '''across''' the '''organization''' with product & business counterparts.
| |
| |-
| |
| |}
| |
|
| |
|
| |
| == Management Levels ==
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|
| |
| === Technical Leadership ===
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|
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| {| class="wikitable"
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| !colspan="6"|COORDINATOR
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| |-
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| |colspan="2"|'''PROCESS AND KNOWLEDGE'''
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| |'''Level 1'''
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| |'''Level 2'''
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| |'''Level 3'''
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| |'''Level 4'''
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| |-
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| |rowspan="3"|Completeness
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| |RACI
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| |-
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| |KAI
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| |-
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| |Ceremonies
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| |-
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| |rowspan="3"|Achievement
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| |RACI
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| |-
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| |KAI
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| |-
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| |Ceremonies
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| |-
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| !colspan="6"|MANAGER
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| |-
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| |colspan="2"|'''PROCESS AND KNOWLEDGE'''
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| |'''Level 1'''
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| |'''Level 2'''
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| |'''Level 3'''
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| |'''Level 4'''
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| |-
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| |rowspan="3"|Completeness
| |
| |RACI
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| |
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| |
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| |-
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| |KAI
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| |
| |
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| |-
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| |Ceremonies
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| |-
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| |rowspan="3"|Achievement
| |
| |RACI
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| |-
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| |KAI
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| |-
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| |Ceremonies
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| |-
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| |}
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|
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|
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| {| class="wikitable"
| |
| !colspan="6"|COORDINATOR
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| |-
| |
| !colspan="6"|Technical Leadership
| |
| |-
| |
| |colspan="1"|'''PROCESS AND KNOWLEDGE'''
| |
| |'''Description'''
| |
| |'''Level 1'''
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| |'''Level 2'''
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| |'''Level 3'''
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| |'''Level 4'''
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| |-
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| |rowspan="3"|Completeness
| |
| |RACI
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| |-
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| |KAI
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| |-
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| |Ceremonies
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| |
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| |-
| |
| |rowspan="3"|Achievement
| |
| |RACI
| |
| |
| |
| |
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| |-
| |
| |KAI
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| |
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| |-
| |
| |Ceremonies
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| |-
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| !colspan="6"|Business Leadership
| |
| |-
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| |colspan="1"|'''KPIs AND GOALS'''
| |
| |'''Description'''
| |
| |'''Level 1'''
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| |'''Level 2'''
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| |'''Level 3'''
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| |'''Level 4'''
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| |-
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| |rowspan="2"|Completeness
| |
| |Balanced Scorecard
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| |-
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| |Strategy (Set-up context)
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| |-
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| |rowspan="2"|Achievement
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| |Balanced Scorecard
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| |-
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| |Strategy (Set-up context)
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| |-
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| !colspan="6"|Career Management Leadership
| |
| |-
| |
| |colspan="1"|'''CAREER MANAGEMENT'''
| |
| |'''Description'''
| |
| |'''Level 1'''
| |
| |'''Level 2'''
| |
| |'''Level 3'''
| |
| |'''Level 4'''
| |
| |-
| |
| |rowspan="3"|Completeness
| |
| |Change Management
| |
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| |-
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| |Performance Evaluation
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| |-
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| |Workforce Planning
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| |
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| |-
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| |rowspan="3"|Achievement
| |
| |Change Management
| |
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| |-
| |
| |Performance Evaluation
| |
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| |-
| |
| |Workforce Planning
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| |-
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| !colspan="6"|Adaptive Leadership
| |
| |-
| |
| |colspan="1"|'''Adaptive Leadership Perspective'''
| |
| |'''Description'''
| |
| |'''Level 1'''
| |
| |'''Level 2'''
| |
| |'''Level 3'''
| |
| |'''Level 4'''
| |
| |-
| |
| |rowspan="1"|Get on the balcony
| |
| |Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.
| |
| |
| |
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| |
| |-
| |
| |rowspan="1"|Identify Adaptive Challenges
| |
| |Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mind-set.
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |-
| |
| |rowspan="1"|Regulate Distress
| |
| |Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself
| |
| |
| |
| |
| |
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| |
| |
| |
| |-
| |
| |rowspan="1"|Maintain disciplined attention
| |
| |Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue
| |
| |
| |
| |
| |
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| |
| |
| |
| |-
| |
| |rowspan="1"|Give the work back to the people
| |
| |Ability to place the work where it belongs being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authorit
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |-
| |
| |rowspan="1"|Protect the voices from below
| |
| |Ability to give voice to all people that are willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |-
| |
| |}
| |