Burke Pemberton [42:57] And so, we might have seven of those elements and there's like another 40 on there. And so, we're trying to figure out where the most value add is by biting those off one at a time. I'd love to be doing better knowledge management. I think some of the stuff we do really well is, and it is part of this self-managed structure is we have this culture of what I call working out loud. And so what we do is we encourage people who are subject matter experts to get up in front of the company and present what they're working on, whether it's a cool project or the latest accreditation in their field that they're working on, and how they achieved it or something. And so they'll put together a deck and they'll present it to the company and it gets recorded and it gets filed in our knowledge management system, and it's searchable, and if there's a taxonomy. New hire comes in two years from now and they want to see a presentation on ESG, or carbon accounting, or whatever it is, and that stuff lives in there and it exists. The other piece, and it's not sexy, but it's standardization. We've looked across the firm, for example, and been like, oh, we've got like, we've got box, we've got Dropbox, we've got SharePoint, we've got like 12 different file sharing programs that we're using, let's pick one. How many different task management softwares that we're using Smartsheet and SketchUp, or whatever all the different things are blue beam or PDFs. It’s standardizing. It's not going to have all of the features that everybody wants but if you pick neutral platforms that you can develop on that are going to have staying power in the industry and aren't going to get destroyed by updates, and be tech agnostic enough that you can build on an infrastructure. Getting everybody working on the same platform so that there's a seamless transfer from when a person applies for the job all the way through their lifecycle with the organization; it's all in one place. That's the kind of stuff we really try and focus on and build those inefficiencies in there. But, I think you were talking about succession planning. Stoks, is a pretty young organization. When we think about succession planning, we think about long-term employee ownership. Not as much so as to knowledge transfer but that's become an issue as we've grown really quickly, and we have people moving quicker into senior leadership positions. And it's like, how do they impart their knowledge to others while they're trying to take on this additional responsibility so that they can pass off their old responsibilities. And so once again, it's about standardization. It's like, here's the way we do this. Here's a template for that. As I said, it's not sexy, but it's a huge investment. We have an entire committee. Every team has a person, we call it our Kaizen group. And, every team has somebody that sits on this group that is constantly updating the knowledge base tools and systems, making sure everyone has access to them, making sure they're updated. I hope that answers your question.
Randy Wilburn [46:07] It definitely does. And I'm glad to hear that you guys are thinking about it with some intentionality. Because I think there are a lot of design
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