23.07.2024
Author: Sandra Gehrig
Behind the scenes: My experiences in COO shadowing Signage & Communication.
Have you ever wondered what it is like to be at the head of a company, making operational decisions that shape its future?
I have this privilege every day. However, my operational decisions only affect one part of our company, the «Digital Solutions» division. I have always wondered how my COO peer, Tobias Selg, who is responsible for the delivery of «Digital Signage & Communication» at jls, runs his business. I was able to «shadow» Tobias for a whole month as part of a job shadowing program, immersing myself in the processes and dynamics of the Digital Signage and Communication division and gaining valuable insights.
Faster and shorter cycles.
Many of the daily work processes at Signage & Comm, as we refer to the area jls -internally, are much shorter than in our software development department. In content production, orders are implemented in an impressively short time (up to 2-3 hours). This requires close coordination between the creative advisors, who submit the customer orders, and the creation team, which effectively implements the orders. With ShotGrid, a visual effect und animation project management software, a highly efficient process is made possible.
Due to the responsibility for around 11’000 digital display points throughout Switzerland for our customers, the project and operational organization is very mature, standardized and automated in many places. At Solutions, the project and operating processes are often based on the customer's needs, which is not immediately scalable.
One similarity that I observe in both areas is the tension between «Business Development - Delivery», especially when projects with innovative technologies and concepts are sold on ambitious schedules. However, I am firmly convinced that it is precisely this friction and the externally enforced push out of the comfort zone that has contributed to our long-term success as a company.
Top pitch performance.
A particularly impressive experience during my shadowing was the preparation of the pitch assessment and presentation for SBB’s nationwide tender for digital signage including backend infrastructure (CMS) in end-to-end responsibility. One representative each from Business Development, Creative Advisory, Project Management, Templates & Automation and Operations set up a physical proof-of-concept in the office, which was to be presented at the pitch on site. The interaction and collaboration on site to find the best solution was impressive.
A few weeks later, we were awarded this major contract by SBB. This experience shows me how effectively and dedicatedly our interdisciplinary teams work together and how proud we can be of our joint successes.
Customer orientation and strategic work in the field of tension: Work culture and team dynamics.
The short lead times and strong customer focus that we maintain at jls mean that individual requests are given top priority. As a result, longer-term work such as strategic initiatives (we work according to OKRs) often fall «under the table» at Signage & Comm.
At Digital Solutions, we work in sprints during conception and development. As a rule, change requests are only taken into account in the next sprint planning. This has the advantage that the work processes remain (more) structured and it is still possible to react flexibly to customer requirements.
A fundamental cultural difference between the two areas is that in the Lucerne office, where Signage & Comm is based, every employee has a fixed workstation. This is very different from my Solutions division, where we have offices in Zurich and Bern and pursue a clean desk policy, which I believe promotes great flexibility.
The battle for talent for our growth.
Similar to Solutions, recruiting specialists is also a challenge at Digital Signage & Comm. Division heads, who are responsible for direct personnel management and recruiting with the support of HR, face major challenges in addition to tight deadlines in operational activities. Therefore, it is essential that we continue to develop and position ourselves as an attractive employer for different generations and professional profiles.
A valuable exchange for future collaboration.
The COO shadowing has shown me that we at jls are two different service areas in project management that are connected by a shared passion for digital, excellent solutions for our customers.
I am very grateful for the openness and the deep insight into the Digital Signage & Comm area. I will use the knowledge gained to further improve and innovate Digital Solutions. At the same time, I am proud of how my four division managers ensured business continuity during my month of «absence». This enriching shadowing has shown me how important the exchange between the different business units is, in order for us as jls to be even more successful as a whole.