How we work

Our goal

We want to be an outstanding company.

digitalsee is an outstanding company when we inspire customers worldwide with our services. Therefore, we develop innovative and excellent products, services and are a competent, honest, reliable and inspiring contact for our customers.

digitalsee is an excellent company when we are financially stable in the long term and achieve our economic goals. We therefore work with customers and partners from different industries in various subject areas and thus ensure independence and future security.

digitalsee is an excellent company when it is fun to work in it. We therefore create a working environment in which performance is possible and valued, in which every employee can develop, in which cooperation and mutual support are a matter of course, in which no one is hindered by unnecessary hierarchies, rules and regulations and in which respect for every employee in their individuality is a cornerstone.

We work together every day to become a little better and are then a truly outstanding company when we also make the world around us a little better every day with our corporate culture and with our solutions...

"There is no point in hiring smart people and telling them what to do. We hire smart people so they can tell us what to do."

Steve Jobs

Our principles

We believe that employees usually know best how to organise and structure their work. In return, they have as much freedom as they need and want.

Staff and teams make as many decisions as possible in their area of responsibility and involve their managers when they need support.

In our country, it is not the main task of managers to make decisions. Of course, they do that too, but mostly they make sure that the staff and teams have all the information, resources and competences they need to make the necessary decisions themselves. To this end, our managers are always approachable, they are advisors and, if it really has to be done, they are also escalators. A manager who likes to micromanage and brag about how many decisions he or she made yesterday is wrong with us.

We trust our employees and teams to make good decisions for the benefit of the company. We expect each employee and team to make these decisions thoughtfully and to seek help and support whenever necessary. Every decision must be measured against one simple rule: "Act in the best interests of the company.

Those who make decisions will also make wrong decisions. Because we do a lot and try many things in order to be excellent, we always make wrong decisions. That's okay and unavoidable. The important thing is not to hide wrong decisions, but to deal with them openly and correct them as quickly as possible.

Companies have few guidelines and policies when they are small. Then they grow, become more complex and mistakes happen. In response to complexity and mistakes, guidelines, regulations, policies, work instructions and specifications are introduced. Companies are then relatively foolproof; however, creative and innovative thoughts are hardly allowed anymore and the company freezes. The "process python" has it firmly in a stranglehold and squeezes out the air to breathe.

Sometimes instructions and regulations are necessary and helpful, but often they stifle ownership and innovative or pragmatic solutions that could also be used to overcome growth problems and mistakes in day-to-day business. We therefore avoid regulations wherever we can. The basic principle is "people over process". We encourage our employees to make very good decisions on their own in the interest of the company, to take responsibility and to resolve mistakes and difficulties on their own.

We are constantly working to increase freedoms for staff and teams and to fight the 'process python'. Some examples:

  • Our policy for business trips, hotel bookings, corporate events etc. is 6 words long: "Act in the best interest of the company."
  • We have no approval processes for necessary procurements and no permanent budget controls. Here, too, the 6-word policy applies: "Act in the best interest of the company".
  • Our holiday policy also consists of only 6 words: "Take as much holiday as you want".

Some people think that these freedoms lead to chaos. But we don't have a clothing policy either and still nobody comes to work naked. There is no need for a policy for everything. Most people understand the benefits of wearing clothes to work without a policy.

Of course, there are exceptions to our rule aversion. We take absolutely no pleasure in unethical and unlawful behaviour. It is never in the best interest of the company to jeopardise the jobs of all of us by acting unethically and unlawfully.

Some of us have worked in companies in the past where "It's not my job!" is an accepted model of procedure. In these companies, when employees enter a meeting room and there are still coffee cups on the table from the previous meeting, they leave the cups, put their own with them and then complain to the service staff afterwards about the mess.

It doesn't work like that for us - quite apart from the fact that we don't have any service staff. We simply put the cups away ourselves. And when we are faced with this "problem" more often, we ask our colleagues for ideas on how to deal better with our shared empty cups in future.

Of course, we have no rules for dealing with empty cups - neither the real ones nor the metaphorical ones. But we do have a sense of responsibility and competence towards all problems, small and large, and will not turn away from them with the sentence "That's not my job!". We are responsible for what we do. We do not hide behind others and do not shift responsibility. We take responsibility for ourselves, our work, our team, our company and the world around us.

We want to be excellent at what we do for our clients. If we are only good or mediocre at something, we work to get better. If we are consistently mediocre or even bad at something, we don't do it at all.

To be and remain outstanding, we are constantly looking for ways to improve, new approaches, innovations and creative solutions. We are constantly learning and looking for alternatives to well-trodden paths.

We use the freedoms in the company to make excellent decisions, we take responsibility, correct mistakes and improve the company and our products and services for our customers wherever and whenever we can.

To be outstanding, we need outstanding employees. Outstanding employees are top in their professional know-how and competences and at the same time live the values and principles of the company in an exemplary manner.

For excellent performance, we pay excellent salaries. For mediocre performance, we look together for a way to get better. Sustained poor performance does not fit our company.

Those who want to do something and have shown that they can do it should be allowed to do it. It doesn't matter what training and studies the employee has, what titles or connections, how long the employee has been with the company or what he or she has done before. If you produce results and achieve goals, you are the right employee in the right place.

Time and again, we find that in an environment like ours, which relies on trust, self-organisation, personal responsibility, freedom to shape and make decisions, people virtually outgrow themselves. We do everything we can to ensure that everyone in the company has the opportunity to develop, discover and use their potential, achieve outstanding results and thus be successful for themselves, their team and their company.

Everyone in the company can rely on the support of the entire company when help is needed. A point of honour. But: "We are a team, not a family"! We are a professional team that wants to achieve goals together and that's why we always make sure that we have the best people for every position in the team.

The success of the team counts, because only the team can be successful in the long term. That is why we work in a team-oriented way. This means: we support others, share knowledge, help. We have implemented mechanisms that show every employee how valuable he or she is for the whole team.

We don't force any "nerd" to come out of his basement. As I said, everyone should and may create their own ideal working environment. Sharing and helping is possible in the most diverse ways and through the most diverse channels. But we do not accept team-damaging, egoistic behaviour.

If we don't know or can't do something, if something doesn't work or we have made a wrong decision, we say so. Immediately. The worst that can happen in this case is that we have to look for ways to solve the problem. But if we keep quiet about these things, what is likely to happen is that we lose customers, staff, money or the fun of the job. It is quite obvious where the real risk lies.

We question actions that contradict our values and principles and harm our company, our employees or our customers. It is perfectly OK to disagree with decisions made by colleagues or managers and to say so. Which is the more valuable employee - the one who says: "I know you don't agree with my decision, but I think it is the best possible solution in the interest of the company and therefore I will implement it. Please inform me if you want to explicitly overrule my decision" or the one who considers beforehand what his superior might want and then bases his actions on this consideration?

Being open and honest does not mean being unfriendly or hostile. We treat people with respect regardless of their status. We say things about people only if we would say those things directly to people's faces.

Of course, we also sometimes say harsh words, but we always have the magnitude to apologise for it and do better next time. By the way: really good employees do get rough from time to time - with superiors, if necessary. Rudeness towards equal or subordinate employees is usually a sign of weakness.

We discuss our strategic orientation and strategic decisions at length, intensively, openly and recurrently within the company. However, once we have made strategic decisions, we trust each other to bring about and implement the respective necessary decisions and orientations in our area of responsibility and duties on our own responsibility.

Things are different in many companies. Often only top management seems to be able to really evaluate the implementation of strategic decisions. There are some symptoms of companies where this is the case:

  • top management is involved in many detailed decisions
  • There are countless meetings and workshops in which different company departments discuss strategy implementation in a very lengthy manner.
  • there are countless meetings and workshops in which different divisions present their plans for strategy implementation to other divisions (so-called buy-in meetings)
  • there are countless meetings and workshops in which different divisions present their strategy implementation plans to top management

We believe that strategic decisions and goals usually have to be discussed and explained until there is agreement and understanding within the company. Then, however, we trust in the creativity, intelligence, decisiveness and willingness to take responsibility of all employees in the company for the implementation.

We want to be an excellent company where everyone enjoys working. Our idea of an excellent company is not just cool offices, foosball tables, coffee and biscuits for free, company parties and similar amenities. We have all that, no question about it. We take these things for granted.

An excellent company offers more: a working environment that you can shape and adapt to your needs, freedom to make decisions and freedom from stifling bureaucracy, an honest, friendly, respectful and communicative culture, an excellent salary... All important.

But to be truly outstanding and to ensure that we all enjoy our work requires another extremely important ingredient: success!

Persistent failure kills all fun at work (except perhaps for the fun of cynicism and gallows humour). Success, however, the achievement of goals and the experience of effectiveness are the conditions for real fun at work. When we set goals, make an effort and then achieve those goals, we reap pride, self-confidence and satisfaction.

Nothing is more fun than success. That's why we enable success wherever we can.

Voices of our employees

"I work here with the latest technologies in exciting projects. At the same time, I have almost complete sovereignty over working hours and location. It doesn't get much better than that.

Julian, DevOps Consultant

"As a young mother, I have the opportunity to see my son grow up and still realise my career goals (project management). This is only possible because, among other things, I have the freedom to organise my working place and time, and I am given the necessary trust.

Juliane, IT Consultant

"A culture that is fun!
For me a very strong employer, here you can make a difference!
I am very proud of the fact
that we have a good working atmosphere and a lot of freedom to create and make decisions."

Tabea, IT Consultant

"Working with the latest technologies, varied projects and colleagues who always have an open ear for each other. A lot of trust, a lot of creative freedom, plus flexible working hours, home office and a decent salary. That's what makes working fun!

Jan-Hendrik, Software Developer

"For me as a part-time employee, the flexibility, appreciation and openness of my employer is very important.
Among other things, this allows me to reconcile my professional and family life situation."

Agnieszka, IT Consultant

"The digitalsee allows me to organise my working place and my working hours myself.
This makes it much easier for me to manage my daily work and family life.

Claudio, IT Consultant

"As a young professional, I am offered the opportunity to find a suitable area in the company according to my skills. I already have a lot of trust and the pleasant working atmosphere and nice colleagues make working fun!

Diana, Application Specialist

"For us, cooperation and knowledge sharing are not empty phrases. Here, everyone really helps everyone. Plus, I always feel like I'm a valued employee."

Sina, IT Consultant

"The cooperation is characterised by a professional, trusting and cooperative approach.
The focus is always on people and their needs. Leisure time is written in capital letters at digitalsee."

Christin, IT Consultant