Organization: When people take on projects on which they can do their bestOrganization: When people take on projects on which they can do their best
When people are naturally matched with duties that suit their talents, high levels of success and job satisfaction can be achieved. At Syntera, this means that projects are led by the people best suited for them.When people are naturally matched with duties that suit their talents, high levels of success and job satisfaction can be achieved. At Syntera, this means that projects are led by the people best suited for them.
As our company grew, our team expanded from two to 17 employees. Our way of working evolved, too. With more people on board and with market demands growing in complexity, we established an organizational model that enables us to successfully complete the various lighting projects we do for our clients and partners, regardless of the project scope, duration or complexity. This model allows us to perform in an agile way, and to quickly adapt to real-life situations and project priorities. Internally we call this approach ‘Best fit for the project’.
Core principle: The right person in the right place
The basic idea is very simple, but powerful: enable the strengths, traits and competencies of an employee to fully fit with their assigned project. When people are naturally matched with duties that suit their talents, high levels of success and job satisfaction can be achieved. At Syntera, this means that projects are led by the people best suited for them. They pick their project team themselves and take full responsibility for the project progress and outcomes. In many cases, the skills and traits important for a project are clear right from the start. Design and presentation Some projects require high aesthetic standards, outstanding visual presentation and close communication with architects. Speed and lighting technology Other projects demand greater speed, detailed knowledge of lighting technology and the ability to quickly navigate norms. Technical precision Some projects require a highly specific technical setup, with an emphasis on execution and automation.
A practical example: Amusement park vs hospital
To illustrate this principle, let us compare two types of projects that are completely different:
An amusement park for children is a dynamic project with multiple unpredictable variables that will only become clearer at later stages of the project. Furthermore, it requires high creative capabilities, the use of ambient and theatrical light effects and dynamic lighting control. The team working on it must develop a strong understanding of the visitor experience and the desired visual impressions. When it comes to control and safety, a theme park lighting project requires the designer to predict many atypical situations.
A hospital complex is linear and largely structured in accordance with highly complex, predefined rules. It requires strict adherence to norms and healthcare standards, and their superb understanding. Also, it commands great precision in photometric calculations, as well as reliability and technical meticulousness with no room for error.
Both projects need top lighting experts; however the profile of the employee who will excel on an amusement park project is different from that of the person best suited to manage the hospital lighting project. Matching and mapping these traits and capabilities was key to our success in many projects we have developed and implemented over the last ten years.
Three pillars of the Best fit model
For these principles to work well in practice and over the longer term, it is important to constantly build an organizational culture and environment through three key steps. 1. Thorough understanding of one’s own team It is essential to always know the competencies and affinities of people working for the organization. This starts with selection and hiring, but continues via structured and mentored onboarding, as well as the employee monitoring, guidance and development throughout their professional growth at Syntera. 2. Effective mapping of competencies with project types Specific requirements of a project should be accurately matched with the competencies of individual employees, and it is not a straightforward task. There is no fixed formula for this. Lighting projects are complex and dynamic, they run over time and they often change along the way. Beyond purely technical knowledge, they require flexibility, communication skills and an ability to navigate unknown situations. Recognizing these patterns comes with industry experience and a track record of many completed projects. 3. Continuous growth and flexible structure Enabling an ongoing growth of competencies in the organization is paramount, and those should be competencies that are important for this way of working. Syntera has established a broad division into sectors that function as smaller, informal organizational units. The most experienced experts in the company are also the link between sectors and flexible teams. People working across sectors are the key and lever for the quality functioning of this type of organization.