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News

The LASTING Software team recently took part in Codecamp, an IT community event & conference that tours the major Romanian cities that are also IT Hubs. This event started small in 2008 in Iasi, and now consists of approx. 10 parallel tracks with 60 sessions and almost 2000 participants.

Codecamp Timişoara provides a thriving environment. It expresses the need to maximize the value companies receive from their software teams. Also, it helps software companies respond to constantly evolving customer requirements. Attending such events contributes in staying competitive.

LASTING Software Codecamp timisoara april 2018

 

The benefits of smart software community events

We enjoy participating, and the event emulates the team spirit weeks ahead. Who will be a speaker? What topic does she/he prefers? What have we got to showcase in terms of new skills and experience this year?  Codecamp (or other similar events), offers the opportunity to keep updated and share our opinions on what’s going on in the tech world. We also learn what our peers know and debate specific development-related topics.

It’s about smart people. About the passion for coding, for software development. We inspire students, and the veterans in this profession inspire us. Our stand represents us – we come with a new presentation each time. The visitors of today are perhaps the team members of tomorrow. So it is important to illustrate the company culture and values in our overall presence. (Special thanks to our Marketing and HR Departments).

We are also proud of our speakers.  Seeing a crowded auditorium is great, as well as hearing the fresh, sometimes unexpected questions.

 

This year, the LASTING Software speakers and themes at Codecamp were as follows:

Ecaterina Ganenco – Behind the scene: Testing the consumer mindset

&

Claudiu Groza – Towards a seamless experience of Android Development: Mobile. Wear, Things and Automotive


Stay posted for future updates, as we plan to detail both the above-mentioned presentations.

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Leadership, News

As we spend most part of each weekday at work, it is only obvious why company culture is so important.

We immerse ourselves in an environment that should make us grow and develop. On the other hand, imprinting company values on different persons is a continuous process. It is also a very satisfying part of being a leader. Fascinating and sometimes complicated, the process leading to a successful outcome has a backstage phase.

Defining the company culture is proactive. You realize that you want to do it. You analyze, discuss and establish an identity. Authenticity is a permanent companion in this – or it should definitely be one.

But how did the professional perception of company culture evolved in the last decade?

 

A common denominator for company culture

In a quest to be unbiased, we chose HBR as a common denominator. Yes, we could have used insights from our own company. But, as we established ourselves as a standalone entity 18 years ago, in this big picture we are adolescents. Maturity is at the horizon. Yet, we are proud of our culture, and we learned and progressed with hands-on experiences.

Yet, the focus of this exercise involves a higher degree of societal relevance. How did the company culture concept evolve globally? What can we learn from comparing older and more recent recommendations from the same influencer?

 

Early 2000s – understanding the importance of values

This 2002 HBR article tackles “the confusion underlying many values initiatives”. Companies were willing to change something about their culture. But they were unsure about how to do this.

Besides listing the types of values, the article insists on three essential recommendations. One of these is to be aggressively authentic. Another one was to own the entire process. We’ll leave you to find out by yourselves the third one.

 

A decade and a half later, standardization makes its way

Most of us know by now why the “five ways to…” and “seven recipes to…” articles flood the online. They are SEO-compliant. They perform well with the search engines and at the same time attract the reader into clicking on them. Curiosity takes the better of all of us, sometimes.

However, these types of article also serve clarity and summarization. When experienced authors list rules and recommendations, you can be sure they used a thorough research process. Narrowing down a long list to just a few items surely takes time and pondering on the scope-matter. 

There we have it – in 2015 HBR mentioned 6 rules for building and scaling company culture.

In short, the rules were:

  • start with purpose
  • define everything clearly and use a common language
  • lead by example
  • work with your cultural ambassadors – aka, the people who naturally love and embrace the company culture
  • be truthful in your actions
  • wisely manage the human capital (“hire for attitude, train for skill”)

The article goes into insightful details, of course. What we extracted from here, however, is that earlier theories (see the 2002 article) have been confronted with reality. All the validated ones now became rules. Although the time span between the two features is large, we can notice how some of the recommendations are the same. Authenticity (truthful actions) is still present, proving that it doesn’t get obsolete. Ever.

 

2017 – Routine and bigger teams generate new issues

Two years later, and the same publication approaches another side of the problem.  Some strive for creativity and out-of-the-box solutions. But the company culture also includes those who perform routine tasks. Bigger team dimensions, plus routine may equal mediocrity. Mediocrity affects the entire group – and is ultimately counterproductive.

Demanding a step up to higher performance is not easy – and it should be rightly done. HBR provides 4 answers to the mediocrity issue:

  • show the consequences (establish and state the cause and effect connection clearly)
  • react with meaningful measures (and proportionate ones)
  • establish peer accountability (a fuzzy accountability distribution is highly unproductive)
  • defend the high performance standards vocally, “regularly and vigilantly”

 

2018 – Chronic company culture issues are toxic

In 2018 our influencer of choice went back to the big picture analysis. Their article on toxic company cultures speaks of the necessity of cultural capital. Investing in this type of capital is important. The cultural capital is a core element, “a type of asset that impacts what a firm produces and how it operates”.

Companies with a low cultural capital do not reflect the formal policies and procedures in the daily operations and habits. There is a disconnection. Somewhere in-between rules the traditional economy still applies, and the mere financial savings are the most important.

By keeping up appearances (and nothing more), these companies may feel like they get ahead of their peers in a sneaky way. Admittedly or not, they are trying to get by in the new economy, by re-using the old rules. In the long run, they end up just fighting against themselves.

The article analyzes why companies won’t invest in cultural capital, even after being aware this is bad for them. It also brings in a few public sector considerations. Turns out that the public sector influences the private one. It may encourage resiliency and support vital policies that ultimately shape people. Or it may not.

 

Pointing the finger at the most pressing problems, one by one

The 2018 HBR directory of articles as configured by the “organizational culture” topic selector looks like this – click here.

You may notice how the biggest issues are pointed out. From widely politicized problems to leadership questions, each one has its own article.

Workplace diversity, gender equality, pervasive peer attitudes, and a performance-obsessed culture – they are all in this list. The articles are interesting and they may well get you thinking. What does your company culture look like? Which are the most pressing unresolved matters?

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News

Companies used outsourcing way before their key operations became digital. Powerful brands, which remained on the market for decades, learned from their previous experiences. See here how a coffee business understood the value of a good contractor. The example points out a classical ramification – it’s not only about money. When outsourcing, companies need to keep operations and image risks under control. It’s not “to outsource or not to outsource”. It’s more like “to outsource the right way or not”.

More than one critical need that demands the right answer

The basic necessity that leads to outsourcing is simple. Lowering the costs. Thus, the final products would have lower costs, and the company delivers the same (or even better) quality at a better price.

Of course, there was also a different scenario. That is, having the idea for a product/service, without the internal means to materialize it. Instead of developing the means, the idea owner outsources the development and/or production. Thus, the final product is done with no disproportionate investment.

Once the system returned satisfactory results, its usage multiplied. Outsourcing’s popularity increased. Those who specialized in providing such services developed, to accommodate the market needs. It became a matter of who to choose. It also became a matter of what to outsource and what to keep at the HQ. Companies added yet another need to the basic requirements of cost and efficiency. This was the data security necessity, sprung from the security (later cyber-security) incidents.

Sorting out the company operational needs

In consequence, the outsorcers would check outsource-able operations, in view of them being core operations or not. The border shifted over the years, along with the emergence of digital tools. Previously critical operations now became outsource-able. You may browse this financial institution outsourcing – focused article to get an idea.

Meanwhile, the work ethics issues evolved. Keeping up with outsourcing, the ethical business advocates showed that the new type of personnel is part of the brand image. Allowing outsourcing to impair sustainable and ethical supply chains is not an option. There are companies who have tried to dodge the rules, and failed. Others still try their luck, but in a global economy the benefits come with equal responsibilities. Accepting these responsibilities and making the best of them is the way to go.

Whenever a company enters an outsourcing partnership, the ethics of its partner reflect upon its image. Supporting a fair, sustainable work environment is its responsibility. The opposite attitude would be not to care, a thing which involves short-term and long-term risks.

Why the outsourcing staff are partly your staff

Partly – as in in relationship with your demands and your operations. Scheduling and work conditions are often agreed upon mutually. So, work ethics, personal dignity and potential development should also matter for both parties.

As with any on-premise employee, companies cannot afford to hire less skilled or less motivated people. Lower upfront costs are not an enough motivator. The potential damages might turn the alleged savings into their opposite. The only way you can count on high-quality services is by making sure these are the standard. People who care about themselves, their well-being, their development and their future are the most likely to care about their work. Self-worth, good perspectives and an inquiring mind are important. Look for partners that empower their employees to have good performances and good lives – and you will set a welcomed example.

Simply because you don’t see the people that work for you in person doesn’t mean they are less real or less important. On the contrary, sometimes we can summon better feelings for individuals that are at a distance. We can have punctual, meaningful conversations, and also get to know a bit about other cultures. We can even be less callous. Remote conversations are what we make of them. They come without the possible annoyances deriving from daily office cohabitation. The danger here is de-humanization – so don’t let it materialize.

Cultural clashes in outsourcing

When working with various business partners, we become aware of the cultural differences. It’s a beauty, in fact, but it can also be tricky. Some cultures, when in the professional environment, champion others in efficiency, dedication and precision. Yet, this cannot be taken for granted.

Why is that? As with many social things, we are nearing the truth only when we consider the average situation. We need to take into account more than one situation or characteristic. Often, the cultures where people are willing to go to great lengths to deliver, work-wise, are very particular. The applying factors lack in other environments, and this is for a reason. Moreover, the stress created when translating these characteristics where they don’t belong is huge.

Take a look at your previous experiences and lay down truthful conclusions, such as:

“Working with X, they always delivered on time; they also had difficulties in understanding my requests”,

“Working with Y, communicating the requests took longer, but once over that point, they understood the project as well as we did”,

“Working with Z, the path toward the goal was fuzzy and tangled, but they delivered beautifully”.

Better employees, better outsourcing projects

This goes to all the partners in an outsourcing business relationship. As mentioned, encouraging sustainable, innovative, empowering mindsets bring out the best in people. To do that as an outsourcer, you need your own skilled project coordinators. Not only professionally skilled, but also having a good understanding of life and a good EQ.

Of course, you need time and know-how for infusing such cooperation with useful, wise assessments. It is worth it, and any company should empower its own project leaders to do so. Realistic, truthful expectations are always the best. They are also the most cost-saving, when reflected in mid-term or long-term expenses.

In conclusion, learn what each culture offers best in the working environment. From there on, determine what fits into other cultures and what cannot, or should not. Respect your own values as a company and show others how to reach them – while keeping your eye on the professional targets.

 

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News

We wish a Happy International Women’s Day to all our colleagues from the company, as well as from our partners’ staff.

The question of how women benefit from equal chances is often the topic of this day. Especially when we think of rising through the hierarchy and reaching top leadership positions. Resilience serves in overcoming the struggles – and it also strengthens abilities and personalities.

Nevertheless, the opportunity needs to be available for women to begin with.

We found an interesting LinkedIn article that points out the main necessary skill for women leaders – in Sheryl Sandberg’s view. Find out here in the source-article more details, as well as three tips to build resilience into your own life.

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News

LASTING Software – if we were one  person, we would be your close friend. Your experienced, dynamic, connected, sophisticated, attentive, flexible and capable friend.

Allow us to explain


LASTING Software delivers 2D & 3D graphics engines and graphical interfaces (HMI/GUI). We provide solutions for embedded applications – automotive instrument clusters and infotainment systems. Our customers are high-profile Tier 1 companies.

Graphics user interfaces are essential for all modern embedded platforms. They enhance the ease of use and ensure the access to the product itself.

Our solutions are powerful and practical. We are your partner of choice when it comes to developing engines and interfaces for the 2D or 3D graphics.  We can use our know-how in  virtually any embedded display solutions. Home appliances, smart meters, configurators or advertising displays – we can’t wait to show you what we can do for your business!

 

Our mobile software solutions suit cloud-based products and embedded systems on a chip aka SoC controllers.

We use development methods that speed up the building, testing and debugging processes. Our mobile portfolio registered successful deliveries in many industries.

We also develop outstanding mobile apps tailored to our customers’ needs. We developed social media, eCommerce, eLearning, banking, productivity or contact aggregator apps. Our mini games are fun and dynamic.

 

We developed the programming skills to deliver your globally connected products!

 

Staying on top of the Internet of Things technologies is knowing the emerging frameworks and the latest developer kits. We provide fast prototyping, and we link your business intelligence to the real world, via connected systems and the cloud. Our team designs and delivers exactly the products, connections & innovations that fit your requirements. We map out what your customer needs.

 

In over half of the cases, IoT solutions imply the use of sensors. These sensors collect and deliver big data. Our analytics and big data knowledge is great. The implementation of analytical algorithms and engines for statistical analysis is our forte.

We are right in the middle of the digitization movement, transforming business processes. LASTING Software developed solutions underpinning 93% percent of the pharmaceutical companies’ trials. We keep track of the compliance requirements and we put our valuable expertise to work. Our team helps you and your customers optimize for success in many emerging market sectors.

 

We verify our solutions at every stage of the projects we develop.

 

Quality Engineering at LASTING Software means that the team embeds testing in their workflow. We use both manual and automated testing. Our professionals provide a high quality for all the deliverables that you pass on to your customers.

 

We have a 22+ year experience in Enterprise Software solutions. LASTING Software implements and builds computer software systems for various clients across industries.

We delivered innovative add-on extensions, as well as stand-alone components and integrated solutions. Our team empowered clients in the manufacturing, process control and materials planning areas.

We always adapt to your requests. We build the enhanced, flexible software that allows for efficient, sustainable business growth.

More than 10000 users on all continents use our solutions in any one day. The reports we have created increase speed 30fold for users across the globe. They have become their software of choice. We understand ERP systems and we customized them as requested, for a positive impact in the daily activities of those using it.

 

Agile Management characterizes our activity. This method contributed to our string of satisfied customers and accomplished projects. The best Agile practices are no secret for our team members. With this approach, we manage all constraints about the people, time, functionality, budget and quality in a project. LASTING Software focuses on Agile. We master this methodology to perfection, for the most certain, predictable and on time outcomes.

 

Now that we’ve introduced ourselves, it’s your turn. Contact LASTING Software – let’s meet each other!

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