In a world of constant change and where
the inability to cope with shifts in paradigm can lead to a merciless
death, one of the juggernauts of the computer industry has managed to keep
its multibillion operations on the cutting edge of technology without
sacrificing the strength of its central management and its cohesion as a
corporate entity. Sun Microsystems has used a combination of four core
values to ensure that it will be able to quickly and efficiently adapt to
a market that has been summarized by Sun as being consistent only in its
inconsistence.
Sun has created an innovative solution to deal with the potential
inability to cope with change; it actually exploits change in order to
manage it. Its operating philosophy creates an environment in which
decisions and solutions are crafted by those closest to the problem.
Email, corporate architecture, employee incentives, and trust form the
basis of Sun's solution.
Email has become the vehicle of choice to bridge the communication lag
that exists in large companies. Communication between Sun's business
units and its worldwide operations is a critical part of Sun's ability to
manage decision-making and change in the new economy. The ability to
communicate instantly across the globe is the driving force behind Sun's
management of change philosophy.
Of course, if individuals do not know whom to contact, email is useless.
However, to address this issue, Sun has created a series of layered
architectural entities that relate to each other through a sequence of
covenants, which are directives that provide each entity the ability to
determine when and how the relevant decisions need to be made and
incorporated.
In an attempt to hone the quick decision making process, Sun has taken a
further step in ensuring the continuity and business sense by offering
employee incentives. These incentives are based upon real, achievable and
crafted goals that can be easily measured. When a goal is realized, the
employee is rewarded with points. When sufficient points have been
attained, the employee receives a full compensatory bonus.
It is the very environment that is
created that fulfills Sun fourth requirement: trust. In an atmosphere
where employees at every level are empowered, where good decisions are
rewarded with real incentives that are attained through measurable goals,
and where communication is not only encouraged, it is simplified and
structured for quick and efficient implementation, trust is not an
objective; it is the net result.
Sun Microsystems has put into place an organizational schema that adheres
to the principles of good management. The incredible simplicity of the
basis for change control and the subsequent initiatives used to warranty
its success indicate that careful and methodical planning went into the
design of the change control process. Processes that have been developed
are well-thought out and have resulted in the construction of a system
that is more than likely the envy of its competitors.
Through Sun's alignment of its process architecture, it becomes evident
that change control procedures rely heavily upon the organization of the
company. As evidenced by any successful corporation, organizing is a key
factor in the success of any project plan or business, and Sun has done a
remarkable job in doing just that. The creation of architectural entities
and a documented system of clearly defined directives allows Sun to
quickly obtain critical information, and implement decisions when a
decision has been made.
The application of leadership as a value is evinced best in an environment
such as Sun's. Sun has provided empowerment to all of its employees,
effectively awarding them the ability to express leadership
characteristics. Good leadership is rewarded through incentives, which
are based upon clearly defined and measurable goals. However, when
direction is needed through management, the stratification of Sun's
employee base allows for quick communication with the next defined layer
of management, in order to expedite the decision making process.
The control process is tied into the incentive program. It is in the best
interests of the employee to make the best decision that he or she
possibly can. As the company is successful, so is that employee. In
effect, the employee ends up policing himself in order to achieve the
goals that have been clearly stated for him. This methodology is not only
effective, but it also provides a more employee friendly environment,
which would raise employee moral and possibly further boot measurables
such as productivity and retention rates.