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Operations

This section outlines operations of our company by department.

Company

Company Key Info

  • About Mattermost: Mission, vision, company overview, history
  • How to VPMOM: How we use VPMOMs to create organizational alignment at high speed
  • MLT Cadence: Cadence of Mattermost Leadership Team to develop company strategy, plan, review and adapt.

FY20 MLT VPMOM

The following section lists out the public portions of VPMOMs for Fiscal Year 2020 ("FY20"), which ends January 31, 2020, with links to internal versions.

Period May 1, 2019 to Jan 31, 2020
RAPID IJT(D), MLT(R, A, P & I)
Vetted date May 1, 2019
Previous versions May 1, 2019
MLT Internal version https://github.com/mattermost/mattermost-mlt/wiki/FY20-MLT-VPMOM

Vision

  • Be #1 high trust open core DevOps-first collaboration platform

Priorities

  • Best people for function and culture - High performance, remote first
  • Openly document DevOps, product, and workplace
  • Time to value - Deliver value to customers and colleagues quickly
  • User experience - Easy-to-use, easy-to-work with
  • High output process - Scalable, reliable, vacation-ready processes that are efficient

Methods

  • Hire & onboard open source, remote-first, communities-centered team
  • Deliver high quality, DevOp-first collaboration and app platform
  • Design and scale effective customer onboarding
  • Deliver pipe by scaling online discovery, education, and trial experience
  • Build the machine to scale open core sales, direct and indirect
  • Operate efficiently and fund growth

Obstacles

  • Under-resourced on support, on-boarding and best practices
  • Lack of infrastructure
  • Missing tools, automated metrics and reporting
  • Lack of recommended solutions for core DevOps integrations
  • Lack of core DevOps thought leadership across the company
  • Lack of clearly and publicly defined metrics
  • Lack of unified theory of the business

Measures

  • Top Tier sales ARR growth, net expansion and retention metrics
  • Choice destination for open source, remote-first, communities-centered candidates
  • Co-marketing with 2+ leading DevOps platforms, 2+ customer references each
  • Consistently achieve product NPS target
  • Growth in free downloads and reported trial activations
  • Growth in contributor community

Research & Development

R&D includes engineering, QA, product management, and design (UX, UI)

R&D Key Info

Product Strategy

FY20 R&D VPMOM (TBA)

New VPMOM to be added. VPMOM in need of update: Irresistable Solution and Platform for High Trust Teams:

Messaging & Math

Messaging and Math ("M&M") are the components of marketing where we focus.

  • Messaging includes company, audience and product messaging and positioning as well as content and brand.
  • Math includes revenue marketing, demand generation and campaigns, marketing operations, website, events and developer outreach.

We use the "Messaging and Math" framing to focus investments on the messaging and quantitative outcomes vital to the growth of our business.

M&M Key Info

FY20 M&M VPMOM (TBA)

New VPMOM to be added. VPMOM in need of update: Monster Pipeline

Sales

Sales Key Info

FY20 Sales VPMOM (TBA)

Period May 1, 2019 to Jan 31, 2020
RAPID AS(D), MLT(R, A, P & I)
Vetted date May 1, 2019
Previous versions May 1, 2019

Vision

  • Build the machine to scale open core sales, direct and indirect

Values

  • Work within the structure and process - Use Salesforce, follow guides, be consistent
  • Understand the customer and address their needs - Ask, listen, add value
  • Be super responsive - Quick on leads, inquiries, asks--time kills all deals

Methods

  • (Sales Ops) Upgrade sales ops infrastructure and automate low dollar customers
  • (SA) Deliver core demos as foundation of GTM
  • (SA) Support GTM with webinars, events, blogs and technical content
  • (Field) Repeatedly grow G2000 accounts in key regions and prepare to hire reps
  • (Sales Ops) Uniformly structure partner agreements on fulfillment and lead gen
  • (SA) De-risk onboarding with pre-sales deployment checklists in Salesforce
  • (CS) 100% renewals, uncover expansion, and close co-marketing
  • (Inside) Repeatedly grow midmarket new logo count

Obstacles

  • Creating awareness in the G2000 to engage
  • Prospects won't talk to AEs for lack of compelling content
  • Need actionable info from telemetry on open source users
  • Onboarding (process, best practices, docs and training)
  • Keeping the product competitive and differentiated
  • Need top 5 most important integrations from Mattermost (e.g. WebEx)
  • Meet product the demands of new G2000 customers
  • Need to optimize pricing and packaging (repackage E10)
  • Need for greater bottoms-up interest in EE within the product

Measures

Customer Success

Customer Success Key Info

FY20 Customer Success (TBA)

New VPMOM to be added. VPMOM in need of update: Fanatical, Lifetime Customers Who Promote Us

Finance

Finance Key Info

FY20 Finance VPMOM (TBA)

New VPMOM to be added. VPMOM in need of update: High Output Operations

Business Operations

Business Operations Key Info

FY20 Business Operations VPMOM (TBA)

New VPMOM to be added.

FY20 Standard Operating Procedures (TBA)

Vision

  • Operate efficiently with Standard Operating Procedures (SOPs) that are aligned, documented, easy-to-use and deliver value quickly

Priorities

  • Alignment - SOPs should clearly align to vetted VPMOMs
  • Documented - All SOPs found online through web search
  • Easy-to-use - Experience of using SOPs is fast, obvious and forgiving
  • Agreed - RAPID feedback and agreement achieved
  • Delivery Value Quickly - We move faster with SOPs, not slower

Methods

  • Table of Contents - Public list and link all SOPs at Operations section of handbook.mattermost.com
  • RAPID review - Update SOPs with RAPID stakeholder review
  • Onboard and train - Include onboarding, training for new and updated SOPs
  • SOP iteration - Measure, monitor and manage SOPs

Obstacles

  • Too many procedures stored in email, channels and tribal knowledge
  • Too many undocumented, unclear procedures
  • Duplicate, conflicted procedure documented
  • People not knowing about and/or following SOPs

Measures

  • Number of unlisted procedures (no TOC listing)
  • Number of undocumented procedures
  • Error rate by SOP

Contributors

Contributors Key Info

FY20 Contributors VPMOM (TBA)

New VPMOM to be added.

Staff

Staff Key Info

FY20 Staff VPMOM (TBA)

New VPMOM to be added. VPMOM in need of update: Scaling Team Mattermost

Open Source Contributors

Open Source Contributors Key Info

FY20 Open Source Contributors VPMOM (TBA)

Partners

Partners Key Info

FY20 Partners VPMOM (TBA)

How to VPMOM

VPMOM is an exercise in awareness. When correctly implemented it results in total alignment across organizations while executing at high speed. VPMOM (pronounced "Vee Pea Mom") is an acronym for vision, priorities, methods, obstacles, and measures and is expressed as a one-page document communicating these five areas of a strategy.

VPMOMs are the API resourcing and ROI measures at our company.

Structure

Writing good VPMOMs is a critical skill for leadership in thinking through what they are asking of their organizations and concisely laying out how the organization should operate, make choices and measure progress.

When you write a VPMOM, imagine that you're posting it to both your organization and the company as a whole, and can have no further communication for the quarter. Your organization and its service providers within the company and outside the company, need to use your VPMOM to plan, prioritize, execute and make trade-offs during the quarter, and present to you at the end of the quarter what they have achieved based on what you have asked.

Assume your team is high performance and will aspire to 150% of what's been required, but due to circumstances beyond their control they have achieved only 70% of what their own aspirations. Your VPMOM should ensure the right priorities were delivered, which feed into the VPMOMs across the company that depend on your success.

Vision

  • One sentence definition of what we want to do

This is a summary sentence to concisely communicate priorities.

Priorities

  • List of the most important parts of the vision in priority order

When an organization needs to make trade-offs, the VPMOM tells it to cut the lower priorities in order to achieve the higher priorities.

Methods

  • List of what's needed from everyone to get the job done

Obstacles

  • List of key challenges to be overcome to achieve our vision

Measures

  • List of desired results, often numerical

VPMOM Example

Vision

  • Operate efficiently with Standard Operating Procedures (SOPs) that are aligned, documented, easy-to-use and deliver value quickly

Priorities

  • Alignment - SOPs should clearly align to vetted VPMOMs
  • Documentation - All SOPs found online through web search
  • Ease-of-use - Experience of using SOPs is fast, obvious and forgiving
  • Agreement - RAPID feedback and agreement achieved
  • Fast time-to-value - We move faster with SOPs, not slower

Methods

  • Education on how to draft, RAPID review and publish SOPs
  • Table of Contents - Public list and link all SOPs at Operations section of handbook.mattermost.com
  • RAPID review - Update SOPs with RAPID stakeholder review
  • Onboard and train - Include onboarding, training for new and updated SOPs
  • SOP iteration - Measure, monitor and manage SOPs

Obstacles

  • Too many procedures stored in email, channels and tribal knowledge
  • Too many undocumented, unclear procedures
  • Duplicate, conflicted procedure documented
  • People not knowing about and/or following SOPs

Measures

  • All SOPs are clearly tied to a VPMOM
  • 90% of non-confidential SOPs can be found via a web search
  • <5% error rate by SOP
  • 80% of SOPs document RAPID sign-off within last 12 months
  • NPS of 20+ on SOPs from users due to ease-of-use and speed

Commentary

In this VPMOM "Alignment" is the top priority. We note in the obstacles that the organization suffers from duplicate and conflicting SOPs today. If there was only one thing achieved in this VPMOM during the quarter it would be aligning SOPs with VPMOMs. This is measured by "All SOPs are clearly tied to a VPMOM"

The next priority is "Documentation" with a measure of "90% of non-confidential SOPs can be found via a web search" to surface SOPs to further ensure alignment and removing conflict.

We note here that Documentation and Alignment are interlinked, and that there are multiple ways we could have priorized the two. For example, if we have gaps in VPMOMs then Alignment this period might not be feasible and we could prioritize Documentation, and we may end up documenting duplicate and conflicting SOPs, but in doing so resolve them.

When you write a VPMOM you need to decide how to prioritize the elements of your vision so that our organizations know how to make decisions. It's okay to get things wrong once in a while so long as we are right most of the time, and we can course correct when we make a mistake.

VPMOM Template

The following template is used to lock annual VPMOMs in one page. Anything that doesn't fit on one page should be added to the "Commentary" section at the end of the one page VPMOM.

# [TITLE] VPMOM Plan ([INITIALS OF DRI])

Vision
- [Define what you want to do in one sentence] 

Priorities 
- [What are the relative priorities of the elements of your vision?]

Methods
- [What are the steps and actions everyone needs to take?]
- [Include hiring and on-boarding if you plan to increase headcount] 

Obstacles 
- [What are the key challenges to be overcome to meet vision? (typically outside your control)] 

Measures 
- [What are the actual results we want to deliver? (typically numbers)]

[Commentary on anything RAPID should know that doesn't fit within the one-page V2MOM structure.]

History

VPMOMs are based off of V2MOMs created in 1999 by Marc Benioff to align the efforts at Salesforce.com.

We use VPMOMs instead of V2MOMs for a number of reasons, including 1) VPMOMs use the label "Priorities" rather than "Values" to more clearly differentiate the Priorities of a specific VPMOM from core values of a company, 2) "V2MOMs" have been inconsistently implemented and blogged about, which creates confusion when new hires try to learn more about how to implement them correctly. VPMOMs enable Mattermost to consistently apply its specific implementation of V2MOM.

Some departments may use other methodologies, such as OKRs, which is fine so long as the MLT level VPMOMs are used.

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