Some of the most elite tech companies in Silicon Valley pull in billions of dollars in annual revenue. Their key designers and engineers? Not so much. At countless tech organizations around the world, employees who make a business’ success possible often remain clueless about its finances — and, compared to profit margins, they’re well underpaid for their services.
But new industry models are emerging — and increasingly, executives understand that in order for a business to truly succeed, its employees must be included in every aspect of operation.
Hologram founders Ben Forgan and Pat Wilbur understood that truth from the beginning.
Traditional startups have measured progress and success through profit margins and employee counts. While those standards certainly matter, Forgan and Wilbur have insisted their company first be organized around three core values: equity, transparency, and mindfulness. Without those ideals, they reasoned, anything they accomplished would be compromised by the very principles they didn’t want: inequity, secrecy, and toxicity.
As a result, Hologram has emerged as not only a leader in the cellular technology industry, but also a damn fine place to work - an organization where employees love what they do, and it shows.
Research shows it again and again: employees who have ownership in businesses work harder and bring more creativity to what they do. At Hologram, all employees hold equity in the company, and are part-owners. It was a principled policy decision from Day 1, and it has paid off: Hologram employees put more thought and energy into their work because they benefit from the company’s success. They also have the freedom — and are encouraged — to suggest workplace improvement measures. Should the company provide workers with sustainable coffee options? Cotton masks? A company softball team? When you have ownership in a company, you have a say.
Just do it has worked for Nike, but it isn’t a phrase you’ll hear around Hologram. Employees know what they’re working on, and why. Hologram’s vision, metrics and master plans are no secret to those invested in the company’s success. When people can envision the end goal of a project, they understand the process needed to get there — and Hologram trusts its talented workforce to get the job done without chronic micromanaging.
The company is literally an open book, at least to those who have a stake in it. There’s no wondering whether the other engineer makes more money — with Hologram’s policy of salary transparency, the information is readily available. Employees also know when Hologram is doing well and when the company hits a snag. Such openness helps everyone collaborate on what’s best for both the company and its customers.
Hologram doesn’t hold in-office yoga classes - at least not yet. But team leaders do insist on all employees approaching each task with clarity and an open mind. That means looking at differing opinions in lieu of defending a position, and being willing to admit when someone else’s idea makes more sense. Every stakeholder working on a project has a viewpoint, and all viewpoints are considered. Team members vote before making final decisions.
The concept helps keep workplace hostility at bay. Backing away from an idea can be just as important a contribution as coming up with one.
At Hologram, we think we’ve developed a strategy for ultimate productivity fueled by a creative, content workforce with a vested interest in company success.
Sound like a dream job? We like to think we make IoT dreams come true, and right now, we’re looking for people to help us do just that. Visit our webpage, and let’s get connected soon.