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Engagement Matters More than Ever to Enterprise Organizations

A lot has changed in business since MicroStrategy was founded in 1989. Global competition and the exponential pace of disruptive innovation have led customers - and employees - to expect more. Business isn’t just about price and product anymore; it’s also about customer experience and engagement which is created through the efforts of the people that work for a company.

I recently became MicroStrategy’s Chief Human Resources Officer after working for several years in HR leadership roles for one of the world’s largest hospitality companies. Hospitality is an industry where customer experience and employee engagement are at the forefront of every work day. In shifting industries, I have been able to bring that customer experience and employee engagement perspective to MicroStrategy, and have met an enthusiastic team here that thinks in a similar way - just in a different business context.

A Clear Focus on Core Values

Research from Gallup shows that across all industries, only 41% of employees strongly agree that they know what their company stands for and "what makes it different from competitors.”

When MicroStrategy re-energized its Employee Engagement program two years ago, it found itself in a similar spot to most companies, with some employees feeling like the value proposition of the company was not well understood. What happened next was interesting. Our executive team partnered with our HR team to better understand what words employees use to describe the experience and feel of working for MicroStrategy. The following is what our employees said - and what has become MicroStrategy’s core values:

  • Engaged: We team up with customers, partners, and one another. We show up on-time, curious, and ready to perform. We contribute each and every moment and take pride in our work.
  • Precise: We define and adhere to comprehensive and thoughtful procedures to meet key business objectives. We continually measure both activity as well as results with objective performance metrics. We propagate excellence and empower people via shared knowledge systems and training materials.
  • Agile: We expect that change is necessary for success and we embrace it. We synchronize our activities with shared systems and schedules. We are relentless in our pursuit of product, process, and self-improvement.
  • Transparent: We share operational intelligence and organizational assignments as broadly as possible in order to promote teamwork, trust, productivity and agility.
  • Cheerful: We balance our intense pursuit of excellence with respect for the individual. We embrace moments of celebration, laughter, and good cheer. We always strive to maintain a happy and harmonious work environment.

Change is Good. Engagement is Better.

Would the above have been MicroStrategy’s core values back in 1989? Probably not. But there’s a lot to be said for change. It’s good. It’s inevitable - and for enterprise technology organizations like MicroStrategy, it’s the only constant.

There’s a study by Richard Foster from Yale that shows the average age of a company in the S&P 500 in 1959 was about 58 years. It was about 25 years in 1989. It’s down to about 15 years now, and it’s going to be 12 by 2020.

At MicroStrategy, we’re proud of what we’ve accomplished over the past 28 years. But I have to tell you, we’re even more excited about our future. Our core values exemplify why we're “built to last.” We’ll always compete on price and product, but our transformation – as well as every organization’s – depends on experience and engagement. I’m excited to be a part of that future.

Interested in joining our team? Check out the list of current openings on our careers page

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