We Value Freedom

Flat organization without middle managers

From the outset, Pingala decided to establish as flat an organizational structure as possible, meaning there are no middle managers. Today, this means that many tasks traditionally handled by this group of employees are managed in alternative ways and across the team.

At Pingala, caring for our colleagues is central. This doesn't necessarily require everyone to be close friends, but it does mean that we cherish each other, listen to each other, and make room for both good and bad days.

Traditional employee evaluations are often seen as a waste of time. Therefore, at Pingala, with the assistance of management consultant Erik Korsvik Østergaard, we have replaced the traditional performance review with the KNUS conversation (Colleague-Network-Development Conversation). Based on a network analysis, each employee is assigned a mentor and a peer to participate in the conversation. While the conversation follows a structured format, there is significant freedom to diverge and discuss topics not covered by the template. There is also flexibility to adjust development plans, even if it means extra costs and fewer billable hours for a period. Some hold KNUS conversations once a year, while others do so much more frequently. Freedom with responsibility is our guiding principle.

“I really appreciate our KNUS concept. I have a skilled mentor who knows me well, and I gain a lot from our conversations” – Lise Holck, senior architect and project manager.

Corporate vs. UnBoss

At Pingala, as humans, we are very diverse, and this is reflected in our individual perceptions of where we place ourselves on the 'Corporate vs. UnBoss' scale. Nevertheless, one of our fundamental principles is that there should be room for everyone — regardless of their stance on this.

Those who prefer smaller, uncomplicated client tasks without the need for formal structures should be allowed that. Conversely, they should not hinder those who wish to work with methods and larger projects requiring more formal and “corporate” involvement.

Customer interaction in practice

In customer interaction, it is the designated customer responsible and their team who largely determine how the customer relationship is best managed. Although there is follow-up from the support team in the form of regular Customer-KNUS conversations to evaluate engagement, it is the customer responsible who makes daily decisions.

Therefore, it is crucial that there is good chemistry between the customer responsible and the customer, and that the customer responsible demonstrates maturity and accountability in their role.

Control over own calendar

Freedom at Pingala also means that each employee has control over their own calendar. Thus, they decide when to start the day, when to end it, and which tasks to take on — of course, in collaboration and dialogue with the customer responsible and project managers requesting resources.

Each customer team also manages their own holiday planning — both internally with respect to the customer and across projects and customers. Again, freedom with responsibility is the prevailing principle.

“The old saying 'Freedom with responsibility' fits me and the way I prefer to work really well. There's no micromanagement in my daily work, and there's no rigid 'large-scale silo structure' where I have to fit in to be part of the company” – Dawid Viljoen, architect, consultant, and developer.

Gadget freedom for all

In Pingala, we prioritize the possibility for all employees to choose their preferred computer and phone, which we refer to as gadget freedom. Naturally, this principle of freedom comes with responsibility, meaning individuals should select devices that meet both their needs and fit within a reasonable price range.

We also avoid situations where one simply inherits a former colleague's computer or chooses one supported by the IT department. Instead, employees are expected to largely handle any technical challenges themselves, although assistance is always available if needed.

“A colleague and I sat down one afternoon to discuss our Friday meeting concept, which wasn't working as well as desired. Now that we had grown much larger and some were participating online, the conversation quickly turned to how we could improve it. Within a few hours, we developed an idea for a new way to structure the Friday meetings. We presented the idea, and fortunately, it was met with positive interest and openness. Now we're in the midst of testing and nearing the evaluation of its effectiveness. Regardless of the outcome, it was great to experience such strong support for trying out a new idea” – Lise Holck, senior architect and project manager.

An environment of opportunities

Pingala is known for an open and inspiring environment where opportunities abound. We prioritize proactivity and initiative and refuse to dismiss tasks with the thought that “someone else should do it instead...”. This principle is clearly reflected in our mantra: “If it's important to you — take action on it”. When an employee feels that an idea deserves attention, it is up to the individual to take the initiative and realize it.

At the same time, we value an open approach to experimentation and are willing to try out new ideas even if they may not immediately seem obvious. The same applies to the development of Pingala's more customer-oriented methods, whether it's customer-KNUS conversations, implementation methods, or support procedures. Good suggestions are supported and tested.

Only few obligations

Of course, there are some obligations one must take on as part of Pingala, but they are few. Most things are optional, and we only engage if it makes sense in the given situation. This applies both to our interaction with customers and internally within the organization.

For example, not everyone is suited to be mentors or wishes to take on customer responsibility, and therefore, it's perfectly acceptable to decline these tasks. However, it is not acceptable to opt-out of our KNUS conversations. One can minimize participation to once a year, but abstaining entirely is not in line with Pingala's values.

Overall, we are strong proponents of not performing actions simply because our method prescribes it. We operate based on what makes sense in the current context. With some clients, there is a need for more formal procedures, where we follow the methods closely and produce extensive documentation, while others prefer less formal procedures, more direct collaboration, and less written documentation.