wThinkers

Let’s think about the following context: a company has a need that is not necessarily related to its core business, but realizes that it is something very important for its operation to flow, after evaluating the cost of meeting this need with internal resources, realizes that it would be more costly, bureaucratic and over time could have problems maintaining these resources, so, because it is not their specialty, it would be more interesting to hire a company specialized in the subject, which allocates the necessary resources in the company for a pre-defined value in contract. Less bureaucracy and worry, perfect! Then, the contracted company allocates the resources according to the request and if, one day, the contractor has a problem, they have a team to provide all the support to understand what happened and even change the resource if necessary. We are talking about printers.

Unfortunately, many outsourcing companies use this same logic to allocate professionals, allocate people as resources, appear if there is a problem and, from time to time, maintenance can even happen, but for this type of resource, they call it “ follow up ”(humor rs), often more concerned with expanding the contract than verifying how people are inside and the value delivered to the customer.

So, here at wBrain, we fight against the so-called “body shop”, we believe in people and take care of them.

Nothing to allocate and appear from time to time for maintenance, we believe in constant monitoring and feedback, both from the client and professionals.

How do we do it?

A company that aims to allocate knowledge professionals and has a performance focused on the three pillars that are Transparency, Inspection and Adaptation and on the basic values ​​that are Focus, Commitment, Respect, Openness and Courage.

Note: Yes! These are the values ​​and principles of the scrum, and before the haters say anything, we do not believe that agility is limited to the scrum;).

Based on this, the events are organic, without forcing, just being directed. Less certainty and more clarity!

From the reception, where in our Onboarding, our guidelines, our paths, our steps are passed and it is open for future consultation and collaboration (yes, the youngest, they can already collaborate on the first day, and bring their experiences). This is an agenda open to all and all wBrainers, so it can be redone whenever you want.

And that feeling of welcome that we have on the first day, extends to all other days, with the mentoring and collective agendas (for knowledge sharing and even online games and drinks).

Actions such as individual mentoring, group mentoring for professionals allocated within the same client for understanding and alignment of thoughts and adjustments, and even mentoring with the client itself to align expectations and generate inputs for a cyclical movement of continuous improvement.

When we talk about continuous improvement, it is generated at each mentoring, with enlightening feedbacks, with action plans from both, where they will always be reviewed, so that they make sense.

Groups where all wBrainers (I mean all, internal, external) get together to exchange knowledge, ideas, a real brainstorming, where everyone has a voice, and are encouraged to collaborate, which is our main ingredient, and spaces are open for experimentation, “failures” and learning.

A very important meeting for us is wTretas (although the name is not an agenda for fights), this is where any wBrainer can expose its tensions and propose solutions that will be tested and validated. Through it, wBrain evolves organically and as a consequence, in an agile way.

This is a brief summary of our vision of an agile outsourcing company, we have problems like all companies, but we believe that we are on the right path, building an appropriate culture for a place where we have no labels, no positions, but roles and responsibilities , where each person can have more than one responsibility to act, bring content, learning and asking for help. Remember: people are not printers.