Ready to dive into what Syssero has to share in response to the questions from our June blog post: https://syssero.com/be-curious-not-judgmental? You’re in the right spot!
Inspired by the likes of Walt Whitman, Ted Lasso, I want to kick things off with a heartfelt thank you for your curiosity.
By the time you wrap up this blog, you’ll have a clear picture of Syssero’s take on things and the reasons behind our one-of-a-kind services.
Let’s get curious.
What does your organization DO better than your competitors. What’s that differentiator you need me to consider in our selection process?
Syssero’s Response:
- Succinctly, I’d say our perspective as prior Workday end-customers and how that impacts the process/structure of solutioning. We keep the business question at the forefront, we’re not just order-takers or task managers/clearing tickets….we’re future versions of yourself providing the support we wish we had when we were in your seat. Our exclusively senior multi-functional SME’s have an eye toward downstream system/workflow impacts because we’ve had to deal with them as customers, and we provide custom step-by-step documentation on how to solve X, if it creeps up in the future.
- A vast majority of our consultants, over 96%, have been you and your people. We’ve had to own a variety of workstreams, we understand the business of HR/FIN AND the technology, we’ve been the automators to the automation, and we have experienced all the service ecosystem has to offer as customers. From that perspective, we’ve designed an infrastructure that retains the best of what we’ve experienced and changed facets toward greater empowerment/protection of the client personnel/spend.
Say we were to work together and in a month’s time you get an email from me saying, “I have a problem with your service that we need to discuss”….what does your gut and experience tell you my problem would be? What would you do about it?
Syssero’s Response:
- Having assisted many clients over the years, my answer is going to sound a bit like a paradox, but stay with me. My gut would say that we’re clearing items off the project register and we have a number of solutions ready to move into production but your people don’t have the time to do final testing and confirm the move – thus impeding momentum. We all want to move on to the new enhancements in your list but interdependencies in configuration remain on the first items we solved but await a move to production. The paradox comes in here – the client could also say that we’re committing time to fit/gap analysis, understanding the business question driving the enhancement request, instead of just making the change without question. We’re very methodical in our solutioning and we want to ensure the change we propose/make addresses the root cause, stands the test of time/evolution AND that knowledge is transferred to your appropriate client representative. For some we’re too fast and yet too slow. That’s why fundamentally we have to align on the support structure you intend from the beginning. IF you want to Advance the Solution AND Empower your people – we’ll have no issue, but if you only want one of those gains – that’s when I get a call after the first month.
How does your organization address failure?
Syssero’s Response:
- Communication, documentation, and restitution. It starts with a clear recognition of both Parties initial intention surrounding the issue and the undesired outcome. We have Project Managers on each of our LEAP and AMS accounts who will be the front line of any shortcoming. We have a whole department (Account Management) who is tasked with quality control. We have Functional Managers per service pod that are tasked with additional quality control oversight of individual contributors. We also have defined processes and protocols within our ticketing system designed to ensure quality through documentation. If there is a quick remedy, then let’s jump right into that resolution and we’ll pull apart causality post escalation – but we MUST pull it apart regardless of how quickly we remedied the failure. If Syssero is to grow as an organization and sustain a strong relationship with the client then we must pinpoint together: when, who, how, and what went wrong. If the causality stems from a Syssero shortcoming, internally we need to socialize that occurrence and hold our people and tools accountable to the failure. Lastly, we want to go back to the client and make it right for our future work together. Making it right means financial restitution and the resolution you intended becoming a reality.
May I review the resumes of the people you intend to staff on my account? Can I talk with them?
Syssero’s Response:
- ABSOLUTELY! We are so proud to show off our workforce. We know once you review their background and meet them, you’ll see the true value of partnering with our organization. It’s an honor and privilege to share with you their work experience on paper AND if you’d like to speak with any of them – let me know when a call would make sense.
Does your organization have a min or max threshold of new clients they are taking on each quarter?
Syssero’s Response:
- It would depend on the service offering selected and complexity of work demanded by the client’s partnering with Syssero in a given quarter but our target is 6-10 new clients a quarter. To my knowledge, we’re the ONLY Workday service org who has set a max number of clients we’re willing to take on in a given quarter – 10 presently. As Syssero expands, that number will change but each year we painstakingly plan our client count and workforce additions sequentially, we’re not going to betray that plan in pursuit of hypergrowth. We are selective of who we partner with and when. That is to your benefit and fulfillment of the promise we make our exceptional consultants – an unmatched work/life balance. We refuse to make promises we cannot fulfill, dilute our services in pursuit of logos, and/or drown our workforce for the sake of market-share/profits.
Where is your organization headed and how does this partnership help you get there?
Syssero’s Response:
- One of our uniques here at Syssero is the comprehensive nature/coverage of our service offerings. It’s intrinsic to our DNA, to be the help we wish we had, and that means having an answer for any problem. Whether you’re looking to add headcount via our perm placement services, staff augmentation for projects on a T&M basis, advisory services during implementation using our LEAP service, or Managed Services under AMS – Syssero is your solve. That’s where we’re headed and with that said, growing stronger in each workstream is instrumental to achieving our goal – to be the largest employee-owned technology service firm in the US. We live by the motto, “curation is equally, if not more important, than creation”. There’s great value in iteration and it’s the only pathway to our growth/employee-ownership goal. To do great work, learn, and be even better, helping more and more people. At our core, we empower both internally and externally, just look at our slogan: Advance the Solution, Empower Your People. Empowerment looks different for various organizations, but we’re hellbent on growing the capabilities of your people and growing our own effectiveness across all our service offerings. We need your partnership to make that happen. Partnering with an employee-owned boutique like Syssero is key: we have something to lose, and so do you….leverage it! We’ve come so far and we have a long way to go – together.
What’s the biggest challenge your organization faces today?
Syssero’s Response:
- Our biggest challenge, like many of our clients is scaling excellence in this environment – how do we retain/expand all that we’ve come to be proud of into tomorrow, reaching responsibly/incrementally toward the lofty goals our people want to achieve. We have the talent and infrastructure to do so, we’ve got the right people in the right seats. However, a big part of this will become how do we sell with our standard integrity and transparency (core values) in pace with the ever-growing competitive landscape of Workday services ecosystem? When you’re competing against new organizations clamoring for market-share, those focused on hypergrowth, or those organizations willing to make irresponsible promises for the sake of sale, not the sake of satisfaction and/or results. That’s an area we refuse to bend, for the sake of our clients and our own people.
I hope the questions, rationale, and answers I’ve provided over these past two posts have sparked your curiosity. You’ll notice that every item here has an intrinsically human element at its core – because we never want to forget the people behind the technology, the people behind the organizations, structures, and services. We are here to serve one another.
And now that you’ve been open to curiosity (per Ted Lasso), you have to make a choice, which is objective and a conclusive “judgment”. If what I’ve said speaks to Syssero being your right “fit” – We’d love to start a dialogue with you.
“Barbeque Sauce!”
