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advyra is an Agile Marketing Agency that helps your business to transform into a growing and engaging brand; that has a great online presence.
We believe in a better future. Everyone deserves a place to innovate and be creative and every one needs the opportunity to learn.
We rise by lifting others, we grow by sharing. We're in business to improve lives, Our main existence is Improving lives by providing opportunities to contribute, learn, and grow.
Structure advyra’s organizational structure is not limited to a single type. We take inspiration from different types of organizational structures, it’s an amalgamation of several structures allowing advyrians to hyper-scale their career development and advyra’s Expansion.
Like all great companies, we strive to hire the best and we value integrity, excellence, respect, inclusivity, and collaboration. What is special about Advyra, though, is how much we:
- Encourage independent decision-making by employees
- Share information openly, broadly, and deliberately
- Are extraordinarily candid with each other
- Keep only our highly effective people
Our core philosophy is people over process. More specifically, we have great people working together as a dream great team. With this approach, we are a more flexible, fun, stimulating, creative, collaborative, and successful organization.
Many companies have value statements, but often these written values are vague and ignored. The real values of a firm are shown by who gets rewarded or let go. Below are our real values, the specific behaviors, and skills we care about most. The more these values sound like you and describe people you want to work with, the more likely you will thrive at advyra.
Our Employee Code of Conduct company policy outlines our expectations regarding employees’ behavior towards their colleagues, supervisors and overall organization.
All employees must protect our company’s legality. They should comply with all environmental, safety and fair dealing laws.
All employees should respect their colleagues. We won’t allow any kind of discriminatory behavior, harassment or victimization
All employees should treat our company’s property, whether material or intangible, with respect and care.
We discourage employees from accepting gifts from clients or partners. We prohibit briberies for the benefit of any external or internal party.
All employees should fulfill their job duties with integrity and respect toward customers, stakeholders and the community.
We expect employees to avoid any personal, financial or other interests that might hinder their capability or willingness to perform their job duties.
Employees should be friendly and collaborative. They should try not to disrupt the workplace or present obstacles to their colleagues’ work.
All employees must be open to communication with their colleagues, supervisors or team members.
We expect employees to not abuse their employment benefits. This can refer to time off, insurance, facilities, subscriptions or other benefits our company offers.
We want people to be great independent decision-makers and to consult their supervisors only when they are unsure of the critical information.
The goal of management at all levels is to set a clear framework so that others have the right information to make important decisions in general.
We don’t buy into the lore of CEOs, or other senior leaders, who are so involved in the details that their product or service becomes amazing. The legend of Steve Jobs was that his micromanagement made the iPhone a great product. Others take it to new extremes, proudly calling themselves nano-managers.
The heads of major networks and studios sometimes make many decisions in the creative process of their content. We do not emulate these top-down models because we believe we are the most effective and innovative when employees throughout the company make and own decisions.
We strive to develop good decision-making muscles everywhere in our company. We pride ourselves on how few, not how many, decisions senior management makes. We don’t want hands-off management, though. Each leader’s role is to teach, to set the context, and to be highly informed of what is happening. The only way to figure out how the context setting needs to improve is to explore a sample of all the details. But unlike the micro-manager, the goal of knowing those details is not to change certain small decisions, but to learn how to adjust context so more decisions are made well.
There are some minor exceptions to “context not control,” such as an urgent situation in which there is no time to think about proper context and principles when a new team member hasn’t yet absorbed enough context to be confident, or when it’s recognized that the wrong person is in a decision-making role (temporarily, no doubt).
We tell people not to seek to please their boss. Instead, seek to serve the business. It’s OK to disagree with your manager. It’s never OK to hide anything. It’s OK to say to your manager, “I know you disagree, but I’m going to do X because I think it is a better solution. Let me know if you want to specifically override my decision.”
What we don’t want is people guessing what their manager would do or want, and then executing on that guess.
Highly Aligned, Loosely Coupled.
We avoid this by being highly aligned and loosely coupled. We spend lots of time debating strategy together, and then trust each other to execute on tactics without prior approvals.
Often, two groups working on the same goals won’t know of or have approval over, their peer activities. If later, the activities don’t seem right, we have a candid discussion. We may find that the strategy was too vague or the tactics were not aligned with the agreed strategy.
And we discuss generally how we can do better in the future. The success of a “Highly Aligned, Loosely Coupled” work environment is dependent upon the collaborative efforts of high-performance individuals and effective context. Ultimately, the end goal is to grow the business for a bigger impact while increasing flexibility and agility. We seek to be big, fast, and nimble.
If you disagree on a material issue, it is your responsibility to explain why you disagree, ideally in both discussions and in writing. The back and forth of discussion can clarify the different views, and concise writing of the core issues helps people reflect on what is the wise course, as well as making it easy to share views widely.
The informed captain on that decision has the responsibility to welcome, understand, and consider your opinions, but may not agree. Once the captain makes a decision, we expect everyone to help make it as successful as possible. Later, if significant new information becomes available, it is fine to ask the captain to revisit the topic. Silent disagreement is unacceptable and unproductive.
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