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Supporting our agile framework and always being curious.
The agile methodology tends to be collaborative by nature. Our interpretation of agile means we all share the same purpose and vision and all work together toward it. Each year we work over three release cycles which provides everyone with clear direction and deliverables. Each team has a dedicated scrum master and product owner who will capture everything that needs to happen. We find this encourages cross team collaboration, creativity and efficient working.
Our people are experts in their respective fields. We continually question and learn from each other, our industry, customers and own experiences to deliver a visual revolution with holographic technology.
We are creating the future so it’s almost like a blank canvas, certainly the road less travelled!
We have an ambitious four year road map which is openly communicated across the company so that engagement is high.
Valuing every voice.
Sharing is a first principle.
Borne out of Cambridge University, VividQ will always encourage a good debate so that different ideas and perspectives can emerge. This is not only important for advancing how and what we think but also fosters a culture of respect and trust.
Our leaders are very much part of the team and are always about for a chat and to listen to what you have to say.
We intentionally work on not being a hierarchical business.
We encourage everyone to give feedback in fortnightly retrospectives but also have anonymous feedback channels for those who don’t want to speak out publicly.
In a start-up it’s not so easy to offer laid-out career progression, and for many of our roles it’s very much an ‘all hands on deck’ mentality. If someone wishes to better themselves, we provide every opportunity to make that happen, whether that’s arranging mentoring, in-house learning, external training or accreditation. As we have started to see more employees progressing into management, we offer individual coaching and group workshops to discuss the problems and common issues our managers might be faced with. Additionally, fortnightly companywide demos (optional to attend) are where people across the business showcase what they have been working on which helps to foster a culture of collective intelligence.
We encourage our people to show up as themselves and a result, embrace a progressive, relaxed culture,
We have adapted our work environment to suit the needs of multi-generations, many nationalities, and in dealing with life’s challenges,
We look after each other,
We are a fully agile company, using scrum and agile principles to plan and prioritise work across all business disciplines. This methodology enables our people to self-organise and are trusted deliver their most valuable work in the most efficient way.
Plenty of social events (we have an active social committee) making sure what we offer is a mix of fun, inclusive and caters for everyone’s interests, We run an annual hackathon that brings the whole company together and enables our people to be truly creative and innovative.
Fortnightly team retrospectives to review how things are going during each sprint and guide work/project satisfaction and progress. This feedback offers managers a way to acknowledge what needs to be improved.
Weekly 1:1 meetings with managers; quarterly performance reviews where individual goals are discussed and set and annual peer feedback. This encourages continuous learning, good communication and regular feedback to encourage individual development and growth.
VividQ does not necessarily believe that values enforced by a CEO makes for a great culture. We recently decided that using specific words or value statements to describe our culture are not for us as they can sometimes seem disingenuous. Instead, we believe that our cultural norm is to be a purpose driven business. Everyone at VividQ understands our shared expectations which is working towards a technical advancement that will affect the landscape of the world for generations to come. This vision of the future is guiding everything we do. It is also communicated frequently by the CEO, he is a passionate advocate of what we do and this enables us to move forward and not get stuck in the past. His transparent communication and evangelism of the science reminds everyone why we want the company to succeed and how, as a team, we can achieve it.
Start-ups need to be creative as cashflow is often tight and cash bonuses a luxury so whilst we do offer a competitive benefits package, we also operate a lean budget. What we offer is refined on a yearly basis based on a.) benchmarking against businesses of comparable size/sector and b.) consideration to what our staff truly want. We do a yearly staff survey and use that data to monitor what is appreciated and what could be improved. This year, we put everyone through first-aid and mental health first-aid training given this was a key life skill many had requested.
We also introduced one paid moving day per year so that employees no longer needed to use precious holiday to move house.
We continue to offer as many office-based incentives as possible (e.g. yoga and other lunchtime activities) but equally offer flexible working and the opportunity to work from anywhere in the world for up to three weeks a year.
We run an EMI share scheme enabling all employees to have options in the business and reap the benefit of future company success.
VividQ is a quickly growing deep technology company with global ambitions. Based out of Cambridge (UK), we are on a mission to bring holographic display to the mass consumer market. VividQ software and IP is used by international technology companies , developing the next-generation of augmented reality (AR) wearables, head-up displays (HUD) and consumer electronics. The company is supported by international VC investors.
Sheraton House, Castle Park, Cambridge, UK,
Information Technology
Darran Milne
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