An "about Industra" hello for the public served as a reveal.js presi.
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5 years ago
  2. When Pavel and Kuba founded the VAIZARD INSTITUTE in 2010, they hoped to bring together people who believe in **doing things that make sense**.
  3. But trying to change the world in the midst of an economic crisis proved to be a challenging task. Doers had little time to spare, focusing their energy on themselves and their closest ones.
  4. Two years later, Pavel followed a hunch and sought for a (huge) physical evidence to shock the right people into action.
  5. And that is how Brno ended up having INDUSTRA, the first creative factory in the Czech republic.
  6. INDUSTRA's history as a de-facto large scale social experiment, a one-in-a-million moonshot project,
  7. and her multispectral DNA bringing arts, design, gastronomy and technology under a single roof
  8. make her special on many levels.
  9. INDUSTRA'S uniqueness and rapid growth combined with Pavel's leadership based on mutual trust, least action principle and
  10. his insistence to be surrounded by people he can look up to eventually formed a culture that follows these lines:
  11. - Make friends, inspire, learn, have fun.
  12. - Think, be rational, do only what makes sense.
  13. - Never settle. The only constant is change.
  14. - Trust in the skills and best intent of others.
  15. - Have passion for what you do. And show results.
  16. - Enter vacant niches, disrupt occupied ones.
  17. - Go for win-win, compromise is for incompetents.
  18. - You don't work for Industra, you are Industra.
  19. To support such a culture, Pavel leads INDUSTRA towards self-assembly
  20. according to the principles of the **LATTICE organization** and the **KYOCERA mangement model**.
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  22. ## Lattice organization
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  24. A lattice organization is one that involves direct transactions, self-commitment, natural leadership, and lacks assigned or assumed authority. Every successful organization has a lattice organization that underlies the façade of authoritarian hierarchy. It is through these lattice organizations that things get done, and most of us delight in going around the formal procedures and doing things the straightforward and easy way. Each person in the Lattice interacts directly with every other person with no intermediary.
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  26. ## Lattice principles
  27. Fairness / Freedom / Commitments / Waterline
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  29. ### Fairness
  30. Sincerely try to be fair with each other, suppliers, our customers, and all persons with whom we carry out transactions.
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  32. ### Freedom
  33. Allow, help and encourage associates and the organization as a whole to grow in knowledge, skill, scope of responsibility and range of activities.
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  35. ### Commitments
  36. Make his or her own commitments—and keep them.
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  38. ### Waterline
  39. Consult with other associates before taking actions that might be “below the waterline” and cause serious damage to the enterprise. (Boat analogy: shooting the boat below the waterline—damaging the reputation or financial health of the business—could result in sinking it.)
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  41. ## Lattice roles
  42. Associates / Leaders / Sponsors
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  44. ### Associates (1)
  45. - All employees are "associates".
  46. - Every associate has a sponsor who guides him/her in growing in contribution.
  47. - Leadership evolves based on knowledge, skill, experience or capability in the particular activity in which a team is involved.
  48. - Leaders are associates who have developed followers.
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  50. ### Associates (2)
  51. - Each person in the lattice interacts directly with every other person.
  52. - Teams or groups formulate their own plans of action rather than having them dictated to them.
  53. - Each associate self-commits to projects or responsibilities.
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  55. ### Leaders
  56. - focus on business objectives
  57. - coordinate activities
  58. - align teams to meet goals
  59. - many different types with different areas of focus
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  61. ### Leaders offer associates
  62. - Assistance in problem solving
  63. - Acknowledgement of team accomplishments
  64. - Encouragement
  65. - Definition of problems
  66. - Help in strategy formulation
  67. - Explanation of business practices
  68. - “Big picture” viewpoint
  69. - Role model behavior
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  71. ### Sponsors
  72. - Engage in a one-on-one relationship
  73. - Focus on the development and growth of the associate
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  75. ### Sponsors offer associates
  76. - Encouragement
  77. - Guidance on principles and practices
  78. - Feedback on performance
  79. - Help in securing resources
  80. - Advocacy for the associate in compensation discussions
  81. - Guidance in personal development planning
  82. - Role model behavior
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  84. ### Sponsoring vs. Leading
  85. - Sponsoring is a one-on-one relationship. The focus is on the individual, helping them grow in their contribution.
  86. - Leading is with a group or team. The focus is on the business opportunity, helping the individuals align with team and business goals.
  87. - Sponsors and leaders are not necessarily two different people.
  89. Kyocera model is a management system that seeks sustainable growth by
  90. extreme decentralization. Kyocera comprises of thousands of small,
  91. customer-focused business units (Amoebas) with a clearly defined purpose
  92. and at the same time, a requirement of making profit for itself. Profit
  93. is measured as "Profit per hour = (sales - cost) ÷ working hours" and
  94. compared accross all Amoebas. Industra extends the model with additional
  95. per hour metrics, which don't translate well into sales / cost.
  96. Amoeba performance metrics are calculated on a monthly or annual basis.
  97. The aim is to target plans into action, and create a system of metrics
  98. which can lead to increased efficiency working hours.
  99. Industra's Amoebas are self- forming, merging, terminating and resizing.
  100. For people, there is no upper or lower limit on the number of Amoebas
  101. they can be a member of.
  102. All Amoebas coordinate in order to maximize Industras total performance per hour.