As leaders within organizations, we rarely get to start our own team from scratch. We receive teams as they were formed. Often, we have limited
Atomic Ownership, Part 4: Financing employee ownership
Having decided to take the bold step of becoming an employee-owned company, written up a prospectus, determined a valuation, and heard “yes” from seven interested
An Infinite Game – How we schedule teams without losing our minds
A few years ago, when I was new to software consulting, I attended my first resource scheduling meeting. Resource scheduling is the act of assigning
Outgrowing our structure – How we navigated 6 phases of growth at Atomic
Things had been going extremely well. You were growing, succeeding. But now… You can’t quite put your finger on what’s wrong. You’re feeling out of
Atomic Ownership, Part 3: Valuation
Once you’ve decided to sell shares, the most practical question — and to everyone involved the most important — is that of valuation: What’s the
Why we don’t “delight” our clients – and what we do instead
Every company knows how important a great customer experience is for success. And yet, there are still plenty of nightmare stories where customers are treated
Why should Atomic exist for 100 years?
Atomic has the goal of being the first 100-year-old software consultancy. In a business environment where software consultancies are succumbing to the ebb and flow
Showing hospitality during software development
According to Danny Meyer, hospitality is “the single most powerful business strategy that doesn’t get taught enough in business school.” While hospitality is obviously important
Atomic’s purpose: to be a company where work matters
We’ve said for the last six years that Atomic’s vision is to be a 100-year-old firm. Our vision has helped us make decisions and invest
Elevating & distributing “glue work” flows out of our core principles
Glue work is stuff that needs doing, but falls outside of a job description. It can be critically important, but isn’t any specific person’s responsibility.