While this blog is mostly about Agile, Lean, DevOps and Responsive Organizations, I also want to share the story of how BEYA came to be. Transparency is one of the core values of BEYA, and therefore everything that happens behind the scenes – success and failure alike – will be shared here. By walking the talk I hope to motive people to follow their passions as well. So how did all of this start?
After finishing my studies in engineering and business in Vienna and Montréal, I joined a software company as an IT consultant. At first it was quite nice since I learned a lot and travelled to clients in North America and Europe. As time passed, however, work became monotonous, I stopped learning and no longer felt challenged. Concurrently there was constant hiring and firing going on, which struck me as not the best way to run a business. I realized that I wanted to run a company of my own and do things differently.
Upon returning to Austria, I was not quite sure yet what my “true” passion was, so instead of starting a company I joined a big organization as a quality and process manager. In this role I had the freedom to develop some improvement initiatives and helped the software department to move to agile and lean processes. Seeing the improvement and the newfound happiness employees had in their new working environment led me to discovering my passion. From then onward, I knew what I want to do with my life: start a software company.
My overarching vision was to develop an online tool that would incorporate all of the best workplace practices I had learned. This tool could then be applied and used by companies to make work easier, more efficient and a lot more fun. After having spent thousands of hours developing this tool in my free time, I showed it to my colleagues and was met with enthusiasm. However, when I showed it to the management team, people got confused. The general consensus seemed to be, “why would somebody do something like that and how could he imagine that this will work in a big organization?” Up until now, major decisions like processes and tools had been coming from the top and for many, contemplating a bottom-up approach seemed ridiculous.
This was a setback, as I realized that my tool was not going to be initiated – at least not in the way I had dreamed of initially. In addition, I checked up on the competition and realized that I would need more USP in order to differentiate myself from all the other tools out there. So how could I get there?
Firstly, I could continue to coach people like I had in the past and continue to develop my concepts. Secondly, I could visit conferences, give talks and learn about other current developments in this area. Thirdly, I could research other companies that are in need of this kind of consulting. These three things together fulfill my original passion and have led me to where I am today, at the helm of my own company in which I aim to create inspiring and efficient work environments.