Organization and structure About Allied Organization and structure

Basic Values of Allied To be fair to all in the organization. Fair defined as the greatest benefit for the greatest number of people. To encourage entrepreneurship amongst Pakistanis To be a employee (developer) oriented organization To develop a sustainable model that discourages short term adventurism

About us Small Smart Fair Employee owned

Why Small? Larger operating units have lower operational efficiencies Salaries are proportional to efficiency not to how many people work in your company We hire few people make sure they are billable on our best work We outsource the rest

Smart We want to be known as a company of specialists We want to break the mold of offshore services being the lower/cheaper end of IT services We DON’T want to be a large company of average Joes We want to serve as a benchmark for professional services for our clients

Fair At the end of the year, Allied aims to make no profit We believe in both distributive and informational justice The profits are routed to employees based on their contribution to revenue and tier categorization You are limited by your abilities and enthusiasm, the company wants to grow WITH you and not stand in your way If you bring in revenue, you get to keep all of it and spend it based on the policies following The slides following provide more detail of how things work

Company Organization Allied Incubator (common services) Administration Facility Management HR Entrepreneurship forum Training Allied Consultants Shared Values Shared Brand No Money Other Brands Team 1 (P&L) Profit and Loss remains in the team Controlled entirely by the team leader (Tier 3) Works with consultants (Tier 1) people in the Team Associates (Tier 2) associated with the Team Sales Team 2 …. Team Associates Free agents Independent Associates Associates

Basic HR structure Three Tiers Tier 1: Consultants Tier 2: Associates Self Managed Able to take a higher risk Tier 3: Partners Highest reward Need to do sales

Common Roles and responsibilities Rights The right to raise objections to a neutral board Member of the Allied Inc. Operational board and all decision making thereof. Responsibilities To be fair to people you are managing (using the principle of greatest good for the greatest number of people) To not do anything to impact the welfare of other members of Allied Open access to information Not stand in the way of other people

Consultant / Developers Right: Right to a market average salary Guaranteed at least 3 months of job security. A 3 month notice would have to be given explicitly. The right to get 3 weeks of paid training The right to a paid 21 days of leave every year. Some form of medical insurance?? Responsibilities: Typical industry benchmarks SE/SSE: deliver on scope within the work estimate. PSE: deliver on scope in the given schedule with quality. Manager: Manage multiple team members and ensure ultimate customer satisfaction. To contribute to overheads as advised by the P&L lead

Associates - Rights To be given all paid against his services by the client minus sales and admin Right to a sales commission if they participate in sales You have a right to consume your Reserve pool when you are not billable for purchase of assets within Allied for payment of taxes or other payables

Associates - Responsibilities Base Salary must be comparable to market rates (as judged by the P&L owner) and minimum reserve period must be 6 mo. Self managing (0 management time required from anyone else) No training (all training on own time) Owns all direct project communication Take ownership of quality of deliverables (no separate QA person) Must provide as many hours in the day to the account as agreed with by the P&L owner Free to work on other things outside the hours contracted If you leave before your reserve runs out or are terminated, you give your remaining reserve amount to your P&L for your replacement If you hire people to help you deliver scope, you are still responsible for delivery and will need to fund it yourself When not billable, tier 2 people will still work for the P&L as led by the P&L. Evading the last scoped contract will lead to termination of the contract

Associates – Cont’d Associates must understand that they are paid extra because: They don’t need managers to oversee their work in any way. This includes mentoring, technical supervision or fire-fighting when things go wrong with customers. This constitutes about 20% of the project revenue. 2-3 incidents when their P&L owner needed to be involved They don’t need testers to test the quality of their work. (~20% of revenue) 2-3 complains on the quality of deliverables They don’t need training. Everyone needs to learn but they learn at their own expense. Can plan their training paths themselves and can find and mobilize the resources necessary for the training

Partner Rights: Responsibility: The right to use the Allied Consultants brand and all assets thereof To be the final word on decision making within the P&L The right to change the reward and remuneration structure? Responsibility: Ensure at least 3 months of security for everyone in his team. To demonstrate the ability to manage a team to ensure customers To manage financial details of the P&L (Invoices, Salaries etc..) To manage any account level activities required on the client side Ultimately responsible for actions of team members within the P&L. In particular ensuring that actions in the P&L don’t negatively affect other P&Ls. To form a new P&L requires the consent of the existing P&L owners and Allied Board. Get hiring approval for all new employees from other P&L leads All your employee’s rights are your responsibilities. When it comes to acquisition of new resources, the leads will prioritize allied inc. and other P&L resources before external resources.

Career Path