1. Organization and structure
About Allied
Organization and structure

2. Basic Values of Allied
To be fair to all in the organization. Fair defined as the greatest benefit for the greatest number of people.
To encourage entrepreneurship amongst Pakistanis
To be a employee (developer) oriented organization
To develop a sustainable model that discourages short term adventurism

3. About us
Small
Smart
Fair
Employee owned

4. Why Small? Larger operating units have lower operational efficiencies
Salaries are proportional to efficiency not to how many people work in your company
We hire few people make sure they are billable on our best work
We outsource the rest

5. Smart We want to be known as a company of specialists
We want to break the mold of offshore services being the lower/cheaper end of IT services
We DON’T want to be a large company of average Joes
We want to serve as a benchmark for professional services for our clients

6. Fair At the end of the year, Allied aims to make no profit
We believe in both distributive and informational justice
The profits are routed to employees based on their contribution to revenue and tier categorization
You are limited by your abilities and enthusiasm, the company wants to grow WITH you and not stand in your way
If you bring in revenue, you get to keep all of it and spend it based on the policies following
The slides following provide more detail of how things work

7. Company Organization Allied Incubator (common services)
Administration
Facility Management HR
Entrepreneurship forum
Training
Allied Consultants
Shared Values
Shared Brand
No Money
Other Brands
Team 1 (P&L)
Profit and Loss remains in the team
Controlled entirely by the team leader (Tier 3)
Works with consultants (Tier 1) people in the Team
Associates (Tier 2) associated with the Team
Sales
Team 2 ….
Team
Associates
Free agents
Independent
Associates
Associates

8. Basic HR structure Three Tiers Tier 1: Consultants Tier 2: Associates
Self Managed
Able to take a higher risk
Tier 3: Partners
Highest reward
Need to do sales

9. Common Roles and responsibilities
Rights
The right to raise objections to a neutral board
Member of the Allied Inc. Operational board and all decision making thereof.
Responsibilities
To be fair to people you are managing (using the principle of greatest good for the greatest number of people)
To not do anything to impact the welfare of other members of Allied
Open access to information
Not stand in the way of other people

10. Consultant / Developers
Right:
Right to a market average salary
Guaranteed at least 3 months of job security.
A 3 month notice would have to be given explicitly.
The right to get 3 weeks of paid training
The right to a paid 21 days of leave every year.
Some form of medical insurance??
Responsibilities:
Typical industry benchmarks
SE/SSE: deliver on scope within the work estimate.
PSE: deliver on scope in the given schedule with quality.
Manager: Manage multiple team members and ensure ultimate customer satisfaction.
To contribute to overheads as advised by the P&L lead

11. Associates - Rights
To be given all paid against his services by the client minus sales and admin
Right to a sales commission if they participate in sales
You have a right to consume your Reserve pool
when you are not billable
for purchase of assets within Allied
for payment of taxes or other payables

12. Associates - Responsibilities
Base Salary must be comparable to market rates (as judged by the P&L owner) and minimum reserve period must be 6 mo.
Self managing (0 management time required from anyone else)
No training (all training on own time)
Owns all direct project communication
Take ownership of quality of deliverables (no separate QA person)
Must provide as many hours in the day to the account as agreed with by the P&L owner
Free to work on other things outside the hours contracted
If you leave before your reserve runs out or are terminated, you give your remaining reserve amount to your P&L for your replacement
If you hire people to help you deliver scope, you are still responsible for delivery and will need to fund it yourself
When not billable, tier 2 people will still work for the P&L as led by the P&L. Evading the last scoped contract will lead to termination of the contract

13. Associates – Cont’d
Associates must understand that they are paid extra because:
They don’t need managers to oversee their work in any way. This includes mentoring, technical supervision or fire-fighting when things go wrong with customers. This constitutes about 20% of the project revenue.
2-3 incidents when their P&L owner needed to be involved
They don’t need testers to test the quality of their work. (~20% of revenue)
2-3 complains on the quality of deliverables
They don’t need training. Everyone needs to learn but they learn at their own expense. Can plan their training paths themselves and can find and mobilize the resources necessary for the training

14. Partner Rights: Responsibility:
The right to use the Allied Consultants brand and all assets thereof
To be the final word on decision making within the P&L
The right to change the reward and remuneration structure?
Responsibility:
Ensure at least 3 months of security for everyone in his team.
To demonstrate the ability to manage a team to ensure customers
To manage financial details of the P&L (Invoices, Salaries etc..)
To manage any account level activities required on the client side
Ultimately responsible for actions of team members within the P&L. In particular ensuring that actions in the P&L don’t negatively affect other P&Ls.
To form a new P&L requires the consent of the existing P&L owners and Allied Board.
Get hiring approval for all new employees from other P&L leads
All your employee’s rights are your responsibilities.
When it comes to acquisition of new resources, the leads will prioritize allied inc. and other P&L resources before external resources.

15. Career Path