![]() It is critical to have privateers on the team from the start, as you will be developing your digital solution in an organization that already has policies, systems and procedures that will need to be adhered to.īeing able to identify how many pirates, privateers, and petty officers you have on the team and whether you need to change the balance of roles to reach sustainability and the appropriate level of scale is a critical skill to develop. Privateers are also crucial for growing digital solutions in established organizations. But the difficulties of this transition from a small team to a mature organization can be eased with privateers, who are pirates that have developed the skill of working within the navy. ![]() Petty officers and pirates generally want very different things from their work environment. ![]() The transition from a start-up pirate ship to a mature navy with petty officers is often a difficult one and doesn’t happen overnight. They are usually staffed with petty officers, who follow standard operating procedures, systems, and processes. Mature organizations have developed administrative systems, policies, and procedures and are generally looking for incremental improvements to their products, services, and systems. Your digital solution would never have gotten off the ground without them. The early days of developing prototypes are generally initiated by and attractive for pirates, who are inventive, innovative, disruptive, and slightly rebellious. They might struggle to make the transition to sustainability and scale, where systems, processes, administration, and bureaucracy tend to grow. But as your organization grows, these individuals might not have the skills needed to run multiple pilots in different contexts. For example, you may have started out with a small group of people working on the prototype for your digital solution, and those people were likely innovative and interested in driving transformational changes in the sector. Roles: Pirates, Privateers, and Petty Officers Īs your organization starts to take shape and mature, what is required of your team and organization staff will evolve. These differences are especially noticeable when looking at the top and bottom levels of the organization or at various teams within an organization, such as the finance and development teams. Different people in the same organization can have different perceptions of the culture of the organization. There is no “best” organizational culture because it is always contextual. For instance, incentives can include job title promotions, awards that highlight outstanding contributions, and sponsorships to attend professional conferences or training programs. While monetary rewards are a strong incentive, so is creating a culture in which people feel recognized for their efforts. The best predictor of what people will do is what they are incentivized to do.
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