Page 63 -

52 MANAGING KNOWLEDGE WORK AND INNOVATION

across the firm. Again, consultants are trusted to produce high-quality project docu-
mentation, without recourse to formal standards, systems or procedures.
The use of both groupware and intranets tends therefore to be spasmodic and
piecemeal. For example, groupware, such as Lotus Notes, only tends to be used
when geographical constraints impose a need to work in this fashion. Consultants
prefer project team-working to be face to face, rather than via Lotus Notes discus-
sion threads. Groupware technology is not generally considered rich enough to ade-
quately convey some types of information and knowledge required during project
work. In many instances, when significant decisions or results need to be shared
across a project team, the technology is simply used to schedule a telephone confer-
ence call.

>> CULTURE
As stated in the introduction, from the outset the founder wanted to promote an
innovative environment and one that would stimulate creativity. With this in mind, he
attempted to develop and perpetuate an environment characterized by an absence
of hierarchy, rules and formal procedures. An emphasis was placed on maintaining an
egalitarian environment, one in which everyone was in principle free to contribute to
decision-making, and one that allowed individuals’ relative freedom to be creative.
While the founder was keen to promote a corporate culture around a small set of core
values specifically regarding the importance and value of creativity and innovation, to
both the firm and society more generally, he respected individuals as individuals. He
did not, therefore, attempt to develop a strong culture that encompassed particular
norms of behaviour. The ScienceCo way of working is therefore characterized by a
lack of prescription, informality and idiosyncrasy.
The heterogeneity and diversity of the workforce exemplify the importance
placed on individuality within the firm. Not only are 19 different nationalities rep-
resented, there are also significant differences across the firm with regard to age,
experience and general attitudes and behaviour. Individuality often tends to be
manifest symbolically in dress, ranging from the bizarre (e.g. running shorts and
vest in the depths of winter!) to the more traditional conformist dark suit and tie.
During project working, however, diverse groups of individuals with differing exper-
tise are expected to work together jointly, developing solutions to client require-
ments or problems. While conflict inevitably arises across such a range of diverse
individuals, the environment is one in which individuals feel free to speak out with-
out recrimination. Consultants are trusted to resolve any differences that might arise
without recourse to the management team, so that ultimately client requirements
are satisfied.
While everyone agrees that the environment is highly informal and this is con-
sidered to be one of the major attractions of working in the firm, consultants do
have different perceptions of what constitutes organizational reality. For example,
while everyone agrees that the organization is almost flat, it is widely recognized
and acknowledged that a dynamic, informal hierarchy exists based on expertise.
However, consultants do differ (in some cases quite considerably) in their opinions as

6/5/09 6:58:03 AM
9780230_522015_03_cha02.indd 52 6/5/09 6:58:03 AM
9780230_522015_03_cha02.indd 52