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VIANTViant3 is a consulting company
VIANT
Viant3 is a consulting company in Boston that went public in June 1999
and is often touted as a leader in knowledge sharing. New employees start
off with an initiation course—three weeks in Boston. At the end of their
three weeks, they know someone in each of Viant’s offices, with a laptop
fully loaded with off-the-shelf and proprietary software. They learn team
skills and consulting strategies, including a mock consulting engagement.
They bond and hear company folklore. In terms of workplace layouts, Viant
has a “leaky knowledge environment”—balancing openness and privacy.
People tend to underestimate how much private offices are used for
meetings.
At any given time, Viant’s leadership team consists of a score of official
members and about an equal number of rotating “fellows” nominated by
their peers in the field. Conventional reporting relationships do not work
with consultants who rotate in and out of assignments, so consultants have
no fixed boss. Instead senior people act as “advocates” for a number of
“advocatees.” Performance reviews are 360 degrees, of course, emphasizing
the growth in employee skill levels, while stock options are used to recog-
nize excellent knowledge sharers. As part of their everyday work, consul-
tants complete a “quick sheet” that describes the knowledge they need, what
Viant3 is a consulting company in Boston that went public in June 1999
and is often touted as a leader in knowledge sharing. New employees start
off with an initiation course—three weeks in Boston. At the end of their
three weeks, they know someone in each of Viant’s offices, with a laptop
fully loaded with off-the-shelf and proprietary software. They learn team
skills and consulting strategies, including a mock consulting engagement.
They bond and hear company folklore. In terms of workplace layouts, Viant
has a “leaky knowledge environment”—balancing openness and privacy.
People tend to underestimate how much private offices are used for
meetings.
At any given time, Viant’s leadership team consists of a score of official
members and about an equal number of rotating “fellows” nominated by
their peers in the field. Conventional reporting relationships do not work
with consultants who rotate in and out of assignments, so consultants have
no fixed boss. Instead senior people act as “advocates” for a number of
“advocatees.” Performance reviews are 360 degrees, of course, emphasizing
the growth in employee skill levels, while stock options are used to recog-
nize excellent knowledge sharers. As part of their everyday work, consul-
tants complete a “quick sheet” that describes the knowledge they need, what
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VIANTViant3 is a consulting company in Boston that went public in June 1999and is often touted as a leader in knowledge sharing. New employees startoff with an initiation course—three weeks in Boston. At the end of theirthree weeks, they know someone in each of Viant’s offices, with a laptopfully loaded with off-the-shelf and proprietary software. They learn teamskills and consulting strategies, including a mock consulting engagement.They bond and hear company folklore. In terms of workplace layouts, Vianthas a “leaky knowledge environment”—balancing openness and privacy.People tend to underestimate how much private offices are used formeetings.At any given time, Viant’s leadership team consists of a score of officialmembers and about an equal number of rotating “fellows” nominated bytheir peers in the field. Conventional reporting relationships do not workwith consultants who rotate in and out of assignments, so consultants haveno fixed boss. Instead senior people act as “advocates” for a number of“advocatees.” Performance reviews are 360 degrees, of course, emphasizingthe growth in employee skill levels, while stock options are used to recog-nize excellent knowledge sharers. As part of their everyday work, consul-tants complete a “quick sheet” that describes the knowledge they need, what
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VIANT
Viant3 is a consulting company in Boston that went public in June 1999
and is often touted as a leader in knowledge sharing. New employees start
off with an initiation course—three weeks in Boston. At the end of their
three weeks, they know someone in each of Viant’s offices, with a laptop
fully loaded with off-the-shelf and proprietary software. They learn team
skills and consulting strategies, including a mock consulting engagement.
They bond and hear company folklore. In terms of workplace layouts, Viant
has a “leaky knowledge environment”—balancing openness and privacy.
People tend to underestimate how much private offices are used for
meetings.
At any given time, Viant’s leadership team consists of a score of official
members and about an equal number of rotating “fellows” nominated by
their peers in the field. Conventional reporting relationships do not work
with consultants who rotate in and out of assignments, so consultants have
no fixed boss. Instead senior people act as “advocates” for a number of
“advocatees.” Performance reviews are 360 degrees, of course, emphasizing
the growth in employee skill levels, while stock options are used to recog-
nize excellent knowledge sharers. As part of their everyday work, consul-
tants complete a “quick sheet” that describes the knowledge they need, what
Viant3 is a consulting company in Boston that went public in June 1999
and is often touted as a leader in knowledge sharing. New employees start
off with an initiation course—three weeks in Boston. At the end of their
three weeks, they know someone in each of Viant’s offices, with a laptop
fully loaded with off-the-shelf and proprietary software. They learn team
skills and consulting strategies, including a mock consulting engagement.
They bond and hear company folklore. In terms of workplace layouts, Viant
has a “leaky knowledge environment”—balancing openness and privacy.
People tend to underestimate how much private offices are used for
meetings.
At any given time, Viant’s leadership team consists of a score of official
members and about an equal number of rotating “fellows” nominated by
their peers in the field. Conventional reporting relationships do not work
with consultants who rotate in and out of assignments, so consultants have
no fixed boss. Instead senior people act as “advocates” for a number of
“advocatees.” Performance reviews are 360 degrees, of course, emphasizing
the growth in employee skill levels, while stock options are used to recog-
nize excellent knowledge sharers. As part of their everyday work, consul-
tants complete a “quick sheet” that describes the knowledge they need, what
Being translated, please wait..
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