The Journal

Laws Of Modern Design

The year is 2016 and companies are still talking about mobile. Yes, mobile is important. Yes, it's functional. Yes, it needs to be done. But it's old news. Smart phones are now 10 years old and tablets will soon reach the age of dinosaurs in technology years. Companies that still stress about mobile won't be here tomorrow because they spend too much time thinking about today. In fact, many of these companies have a lot of catch up to do to even meet today's requirements. Today's users run apps on their watches and car dashboards. Companies generate tons of data they can't use. Flexibility is marketed as a bad word. That's right! HR software vendors should theoretically know how to run your business better than you can, so they don't want you to be flexible.

If this looks like a recipe for disaster, it's because it truly is one. We live in the world of copy cats. Instead of thinking about the future and solving tomorrow's problems, vendors are in the neverending race of copying each other. They don't know how to predict the future nor do they want to. Your future problems are of no concern because they are not problems yet. Of course smart people predict problems and prevent them, but problem prevention doesn't make as much money as problem repair after the fact.

When we designed Workuments, we didn't want to be like the others. We wanted to start by building a strong foundation and then focusing on things that make our customers productive today and competitive tomorrow.

We started by focusing on three philosophical principles. First, we wanted Workuments to be infinitely flexible. We wanted customers to feel that Workuments can mold into anything they want, like play-doh. Second, we wanted our customer service to have a level way above anything imaginable. We saw firsthand how terrible our competitors' support is. Although they set the bar low and it was easy to beat, we set our own target to where we expect support to really be. And honestly, no one had ever seen it this way before. Finally, we wanted to understand every customer's business and design their own unique experience around them. We saw enough mass-produced cookie cutter products that didn't work that we wanted to focus on each customer individually. And when we talk about understanding our customer, we don't simply mean understanding what they do and what they want. We want to understand their own processes, how departments functions, how they make money, how and why their customers buy, and what makes them competitive. We need to know this so we can optimize their experience and make them successful tomorrow.

In order to implement the principle of infinite flexibility, we first built technology we called "The Liquid Enterprise". This technology was designed to act like play-doh. Any customer could decide how they wanted software to work and it would work that way for them. This technology doesn't rely on expensive software engineers. We made it so simple that we got high school graduates building Workuments add-ons and custom apps in no time. Once The Liquid Enterprise was live, we built the entire HR suite on it. If any customer wanted to make a change to how Workuments functions, they could easily do that. We instantly saw the value of it. We empowered our customers to build technology of their dreams. Some took it beyond HR. We have one customer using Workuments to manage a federal program to improve the quality of care for over 20 million people.

Once we were happy with the product foundation, we focused on productivity. What can do we do help our customers increase sales? How can our customers better compete? How can we help our customers automate their operations? We saw that HR had great capacity but many of our customers didn't know how HR can be utilized. We found many answers and developed many tools. We can help customers predict sales, reduce overtime costs through machine learning, and compare labor costs to revenue to generate key metrics for optimum decision making.

We then looked at the future. We saw how our customers make money today but we wanted to help them make money tomorrow. Because we got so intimately involved with our customers' businesses, we saw a wealth of knowledge and great practices across organizations that other organizations were unaware of. If we could only combine the organizational knowledge of all of our customers into a single brain-like technology, we could help all of them in a way no one else could. Plus we developed our own unique competency - an ability to innovate like no one else, from both technical and managerial perspective. We didn't hire people who do mechanical work eight hours a day. We hired people who think differently, people who can develop the next big thing, people who enjoy what they do and don't count hours.

Yes, our product is different. But our product is only half the solution. When you buy Workuments, you buy the overall experience. You join an exclusive club of innovators who are here to help your business run better and ensure you will succeed tomorrow. Your Workuments team will understand your company and your customers, help you optimize your people strategy if needed, and handcraft the best solution for your business.

Why is this approach important? Because your business is unique and a mass-produced, poorly supported product designed to solve yesterday's problems can ruin your business.

About Workuments
Workuments is a highly distinctive portfolio of HR, talent management, and rapid application development software focused on technological excellence and innovation. The Workuments Performance and Competency Management is a key building block in the Workuments suite designed specifically to assist HR with aligning its people process with organizational strategy. For more information, contact Workuments sales.