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Common Problems

 

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Shorter Innovation Cycles

Innovation is risky. Implementing wholesale changes with an eye on the future is a viable strategy. Yet, increasing the headcount to address the evolving needs is not a wise move until the innovative solutions start generating value.

Whether addressing headcount or diversity of skills issues, companies facing shorter innovation cycles need a versatile workforce that is actionable and available to work on demand.

There is a high cost associated with the internal assignment on new and innovative projects. Assigning internal resources to these projects means hampering the existing value they are generating for the company.

Talent Shortage

40% of the global workforce comprises of non-employee talent.

75% of these 40% work in the on-demand economy as independent contractors.

50% of the talent will work as independent contracts by 2027.

The trend evolved at such a rapid pace that despite the signals, many companies did not address these changes in time. They lacked the mental space and underestimated the trend.

Companies need the on-demand talent continuous recruitment process necessary to address talent shortage

On-demand Talent Is Not The Cure To All Diseases

Assembling the most talented individuals does not guarantee optimal performance and results. Building an operational team and ensuring cross-team performance, with teams that are actionable and on-demand is the most conducive way to achieve targets.

Addressing The Future of Work Wisely

Companies have to adopt a nimble structure for adopting on-demand talent and workforce transformation.

The top talent with the best skills will require a certain level of flexibility in their work. They will gravitate towards projects that offer these benefits.

Most companies lack enablers allowing them to perform proper monitoring and build suitable virtual work environments to leverage their capacity to offer this level of flexibility.

Companies have to initiate management changes as well as information systems and technology integration to build and maintain  these enablers.

Blank
Shorter Innovation Cycles

Innovation is risky. Implementing wholesale changes with an eye on the future is a viable strategy. Yet, increasing the headcount to address the evolving needs is not a wise move until the innovative solutions start generating value.

Whether addressing headcount or diversity of skills issues, companies facing shorter innovation cycles need a versatile workforce that is actionable and available to work on demand.

There is a high cost associated with internal assignment on new and innovative projects. Assigning internal resources to these projects means hampering the existing value they are generating for the company.

Talent Shortage

40% of the global workforce comprises of non-employee talent.

75% of these 40% work in the on-demand economy as independent contractors.

50% of the talent will work as independent contracts by 2027.

The trend evolved at such a rapid pace that despite the signals, many companies did not address these changes in time. They lacked the mental space and underestimated the trend.

Companies need the on-demand talent continuous recruitment process necessary to combat talent shortage

On-demand Talent Isn't The Cure To All Diseases

Assembling the most talented individuals does not guarantee optimal performance and results. Building an operational team and ensuring cross-team performance, with teams that are actionable and on-demand is the most conducive way to achieve targets.

Addressing The Future of Work Wisely

Companies have to adopt a nimble structure for adopting on-demand talent and workforce transformation.

The top talent with the best skills will require a certain level of flexibility in their work. They will gravitate towards projects that offer these benefits.

Most companies lack enablers allowing them to perform proper monitoring and build suitable virtual work environments to leverage their capacity to offer this level of flexibility.

Companies have to initiate management changes as well as information systems and technology integration to build and maintain  these enablers.

%

of global innovation executives said development times are too long compared to faster market innovation cycles.

%

of the workforce are now working in the on-demand economy.

%

of firms citing talent shortage as one of their biggest areas of concern in 2019.

%

of hiring professionals said that workers shift to non-traditional labour models is their top hiring challenge in 2019.

Your Challenges

Talent Pool Development

Blank
Attracting & Qualifying The Top Talent

The top talent in the market eludes traditional recruiting channels.

There is a shift from job posts to different new channels, as there is, from the talent point of view,  a lack of conversion on the traditional approaches as applying to job posts. Still, companies are heavily relying on job posting as a prominent channel to attract talent.

Upon capturing their interest, it is necessary to qualify their capabilities, clearly defining their interpersonal, communication, and technical skills.

Achieving the right balance between team and individual skills is important. Teams should gather individuals with diverse and complementary skills, providing the right platform for individual and collective progression.

Onboarding Experience & Time Delay

The onboarding experience for external hires should enable and facilitate them to start without delay, so they can hit the ground running. The main factors include setting clear goals, defining a set schedule, identifying milestones, agreeing on performance expectations and investing in working relationships with internal colleagues at an early stage.

Research shows that only a third of executives consider their organization effective in this dimension.

The main challenges associated with onboarding relate more to adopting work methodologies than specific technical skills.

Preserving Engagement

Building a network of on-demand talent is a challenge for companies, once they manage to do so, the main hurdle remains in engaging this talent pool until there is an urgent need to fill the available positions.

The foremost ways to engage that talent should include compelling content and discussions relevant to their niche, skills, and lifestyle. Talents want to stay involved in practical projects while they wait for their next assignment.

End clients companies find it difficult to offer these features to independent contractors.

Career Evolution For Independent Contractors

There is a ceiling to the positions contractors can reach in the end client side.

The opportunities for them to progress in legacy consulting companies are limited, as compared to people employed by the end client. This is due to the fact that they find themselves mostly working as a part of the end-client teams, not the teams managed by the service provider company they belong to. 

Motivating the contractors throughout the journey can be a significant challenge. End-clients don’t feel responsible for taking on that challenge, as the nature of the business relationship they have with the contractors doesn’t engage them to do so. That being said, addressing this challenge is a real advantage for attracting and retaining on-demand talent.

Building Teams

Decoupled Specialized Teams Deliver Best Performance

Assigning projects to specialized or cross-functional teams ?

Cross-functional teams work on a single project. Their aim is to complete the project within the deadline. Due to focusing on a wide range of subjects and areas of work, the space for them to boost productivity is limited.

Conversely, specialized teams focus on specific skills and type of tasks, with emphasis on top productivity, regardless of the project assigned to them.

The increasing scope of projects requires specialized teams for optimal productivity. However, most projects start small and require diverse skills. Companies use cross-functional teams due to limited human resources for constituting specialized teams. In this process, productivity suffers.

Agile Adoption

Agile methodologies are the optimal way for organizations to manage versatility and frequent changes. Moreover, these methodologies also support innovative projects requiring an on-demand workforce.

There are several challenges in setting up agile teams. Selecting the right information system and working routines plus building a team, can be a time-consuming process. Enterprises lacking experience in Agile overall or restricted to Agile only for IT/technology teams, will find it difficult to benefit from the said agility at the enterprise scale.

This makes bootstrapping projects difficult. The time and cost of onboarding talent based on these methodologies is high. Companies often lose their investment because of the high turnover among the contractors dedicated to the project.

Remote Work Matters

Top talents have the opportunity to demand flexibility in their work, and gravitate towards projects and companies that offer these benefits.

The majority of companies don’t offer this flexibility as they are missing enablers and capabilities to ensure the monitoring of people’s working performances in a remote work context.

Introducing those primary enablers and capabilities necessitates changes in management, as well as the adoption of information systems and technologies. In the absence of these enablers, companies face roadblocks that affect the involvement of on-demand talent.

Due to these facts, companies keep limiting recruitment to a specific city-based localization population, while they require more demanding and specific skills every year. This leads to a scarcity of top talent.

Agile Teams Orchestration

Companies need to invest resources and efforts into managing projects that require specialized teams. Efforts are required to make these teams work and deliver in sync by seamlessly using scaled Agile methodologies over all verticals and horizontals of the organisation.

Managing Politics & Business Transformation

Blank
Managing Politics

Introducing on-demand talent creates internal politics in traditional organizations.

Employees can view on-demand talent as a threat, assuming their jobs are at risk.

Executives may also wonder if their role and influence will be diminished.

The Gap between Senior & Middle Managers

Senior management decides on the investments required to transition from conventional to modern models. They want a complete overview and analysis of the full impact of the change, as well as seeing what others do, before implementing any related strategy.

Middle managers want to ease into the system for the integration of on-demand talent, ‘nudging’ their way in, rather than steering or leading. They lack the authority or license to drive big system changes. They are enthusiastic about implementing the change within their limited scope. However, they can’t really consider the changes at the organization level as they are focused on meeting their deadlines. To that end, they bring on board independent recruiters or contractors without a streamlined process, allowing them to hit these deadlines, but with further implications and productivity drawbacks to show in the future.

Bridging this gap between middle and senior management is important for optimizing productivity. This step is important because the on-demand approach for on-demand talent will not show its complete benefits when implemented differently each time a middle manager needs to do so.

Internal Perception of Contractors & Earning Issues

The demand for top expertise is at its peak.

Research shows that on-demand talent values the mission as much as money.

On-demand talent contractors make twice the money as people in permanent positions do, on average.

There is a general lack of awareness of the risks involved in working on-demand, as well as the rewards on offer. Permanent employees can feel aggrieved as they perceive themselves as underpaid for doing the same work, or believing that contracts are overpaid. Effective flow of communication is necessary to eliminate any misgivings.

In the context of distorted perception, this may have an impact on what brings people together: the desire to reach the shared goals and achieve victories.

Innovation Culture & Risk Awareness

The success of the project depends on awareness about innovation risks and innovation management.

Bringing people with the right mindset on board is crucial.

The people should understand the purpose and vision of the project, so they can offer the best ideas and solutions.

Independent contractors are entrepreneurs and are generally more exposed to innovation and startups projects. But as they are external, End client companies may fail to equip them with the right vision to perform best. Furthermore, companies find it difficult to integrate talent with an entrepreneurial mindset, with the fear of seeing them leaving to develop their own businesses.

Developing A Solid Talent Pool

Blank
Attracting & Qualifying The Top Talent

The top talent in the market eludes traditional recruiting channels.

There is a shift from job posts to new channels, as there is, from the talent point of view,  a lack of conversion on the traditional approaches.

Upon capturing their interest, it is necessary to qualify their capabilities, clearly defining their interpersonal, communication, and technical skills.

Achieving the right balance between team and individual skills is important. Teams should gather individuals with diverse and complementary skills, providing the right platform for individual and collective progression.

Onboarding Experience & Time Delay To Reach An Acceptable Productivity Level

The onboarding experience for external hires should enable and facilitate them to start without delay, so they can hit the ground running. The main factors include setting clear goals, defining a set schedule, identifying milestones, agreeing on performance expectations, and investing in agile working relationships with internal colleagues at an early stage.

Research shows that only one out of 3 executives considers their organization effective in this dimension.

The main challenges associated with onboarding relate more to adopting work methodologies than specific technical skills.

Preserving Engagement

Building a network of on-demand talent is a challenge for companies, once they manage to do so, the main hurdle remains in engaging this talent pool until there is an urgent need to fill the available positions.

The foremost ways to engage that talent should include compelling content and discussions relevant to their niche, skills, and lifestyle. Talents want to stay involved in practical projects while they wait for their next assignment.

End clients companies find it difficult to offer these features to independent contractors.

Career Evolution For Independent Contractors

There is a ceiling to the positions contractors can reach in the end client side.

The opportunities for them to progress in legacy consulting companies are limited, as compared to people employed by the end client. This is due to the fact that they find themselves mostly working as a part of the end-client teams, not the teams managed by the service provider company they belong to. 

Motivating the contractors throughout the journey can be a significant challenge. End-clients don’t feel responsible for taking on that challenge, as the nature of the business relationship they have with the contractors doesn’t engage them to do so. That being said, addressing this challenge is a real advantage for attracting and retaining on-demand talent.

Building Teams

Blank
Decoupled Specialized Times Deliver Best Performance

Assigning projects to specialized or cross-functional teams ?

Cross-functional teams work on a single project. Their aim is to complete the project within the deadline. Due to focusing on a wide range of subjects and areas of work, the space for them to boost productivity is limited.

Conversely, specialized teams focus on specific skills and type of tasks, with emphasis on top productivity, regardless of the project assigned to them.

The increasing scope of projects requires specialized teams for optimal productivity. However, most projects start small and require diverse skills. Companies use cross-functional teams due to limited human resources for constituting specialized teams. In this process, productivity suffers.

Agile Adoption

Agile methodologies are the optimal way for organizations to manage versatility and frequent changes. Moreover, these methodologies also support innovative projects requiring an on-demand workforce.

There are several challenges in setting up agile teams. Selecting the right information system and working routines plus building a team, can be a time-consuming process. Enterprises lacking experience in Agile overall or restricted to Agile only for IT/technology teams, will find it difficult to benefit from the said agility at the enterprise scale.

This makes bootstrapping projects difficult. The time and cost of onboarding talent based on these methodologies is high. Companies often lose their investment because of the high turnover among the contractors dedicated to the project.

Remote Work Matters

Top talents have the opportunity to demand flexibility in their work, and gravitate towards projects and companies that offer these benefits.

The majority of companies don’t offer this flexibility as they are missing enablers and capabilities to ensure the monitoring of people’s working performances in a remote work context.

Introducing those primary enablers and capabilities necessitates changes in management, as well as the adoption of information systems and technologies. In the absence of these enablers, companies face roadblocks that affect the involvement of on-demand talent. 

Due to these facts, companies keep limiting recruitment to a specific city-based localization population, while they require more demanding and specific skills every year. This leads to a scarcity of top talent.

Agile Teams Orchestration

Companies need to invest resources and efforts into managing projects that require specialized teams. Efforts are required to make these teams work and deliver in sync by seamlessly using scaled Agile methodologies over all verticals and horizontals of the organisation.

Managing Politics

Blank
Managing Politics

Introducing on-demand talent creates internal politics in traditional organizations.

Employees can view on-demand talent as a threat, assuming their jobs are at risk.

Executives may also wonder if their role and influence will be diminished.

The Gap between Senior & Middle Management

Senior management decides on the investments required to transition from conventional to modern models. They want a complete overview and analysis of the full impact of the change, as well as seeing what others do, before implementing any related strategy.

Middle managers want to ease into the system for the integration of on-demand talent, ‘nudging’ their way in, rather than steering or leading. They lack the authority or license to drive big system changes. They are enthusiastic about implementing the change within their limited scope. However, they can’t really consider the changes at the organization level as they are focused on meeting their deadlines. To that end, they bring on board independent recruiters or contractors without a streamlined process, allowing them to hit these deadlines, but with further implications and productivity drawbacks to show in the future.

Bridging this gap between middle and senior management is important for optimizing productivity. This step is important because the on-demand approach for on-demand talent will not show its complete benefits when implemented differently each time a middle manager needs to do so.

Internal Perception of Contractors & Earning Issues

The demand for top expertise is at its peak.

Research shows that on-demand talent values the mission as much as money.

On-demand talent contractors make twice the money as people in permanent positions do, on average.

There is a general lack of awareness of the risks involved in working on-demand, as well as the rewards on offer. Permanent employees can feel aggrieved as they perceive themselves as underpaid for doing the same work, or believing that contracts are overpaid. Effective flow of communication is necessary to eliminate any misgivings.

In the context of distorted perception, this may have an impact on what brings people together: the desire to reach the shared goals and achieve victories.

Innovation Culture & Risk Awareness

The success of the project depends on awareness about innovation risks and innovation management.

Bringing people with the right mindset on board is crucial.

The people should understand the purpose and vision of the project, so they can offer the best ideas and solutions.

Independent contractors are entrepreneurs and are generally more exposed to innovation and startups projects. But as they are external, End client companies may fail to equip them with the right vision to perform best. Furthermore, companies find it difficult to integrate talent with an entrepreneurial mindset, with the fear of seeing them leaving to develop their own businesses.

Developing A Solid Talent Pool

Blank
Attracting & Qualifying The Top Talent

The top talent in the market eludes traditional recruiting channels.

There is a shift from job posts to different new channels, as there is, from the talent point of view,  a lack of conversion on the traditional approaches as applying to job posts. Still, companies are heavily relying on job posting as a prominent channel to attract talent.

Upon capturing their interest, it is necessary to qualify their capabilities, clearly defining their interpersonal, communication, and technical skills.

Achieving the right balance between team and individual skills is important. Teams should gather individuals with diverse and complementary skills, providing the right platform for individual and collective progression.

Onboarding Experience & Time Delay

The onboarding experience for external hires should enable and facilitate them to start without delay, so they can hit the ground running. The main factors include setting clear goals, defining a set schedule, identifying milestones, agreeing on performance expectations and investing in working relationships with internal colleagues at an early stage.

Research shows that only a third of executives consider their organization effective in this dimension.

The main challenges associated with onboarding relate more to adopting work methodologies than specific technical skills.

Preserving Engagement

Building a network of on-demand talent is a challenge for companies, once they manage to do so, the main hurdle remains in engaging this talent pool until there is an urgent need to fill the available positions.

The foremost ways to engage that talent should include compelling content and discussions relevant to their niche, skills, and lifestyle. Talents want to stay involved in practical projects while they wait for their next assignment.

End clients companies find it difficult to offer these features to independent contractors.

Career Evolution For Independent Contractors

There is a ceiling to the positions contractors can reach in the end client side.

The opportunities for them to progress in legacy consulting companies are limited, as compared to people employed by the end client. This is due to the fact that they find themselves mostly working as a part of the end-client teams, not the teams managed by the service provider company they belong to. 

Motivating the contractors throughout the journey can be a significant challenge. End-clients don’t feel responsible for taking on that challenge, as the nature of the business relationship they have with the contractors doesn’t engage them to do so. That being said, addressing this challenge is a real advantage for attracting and retaining on-demand talent.

Building Teams

Blank
Decoupled Specialized Times Deliver Best Performance

Assigning projects to specialized or cross-functional teams ?

Cross-functional teams work on a single project. Their aim is to complete the project within the deadline. Due to focusing on a wide range of subjects and areas of work, the space for them to boost productivity is limited.

Conversely, specialized teams focus on specific skills and type of tasks, with emphasis on top productivity, regardless of the project assigned to them.

The increasing scope of projects requires specialized teams for optimal productivity. However, most projects start small and require diverse skills. Companies use cross-functional teams due to limited human resources for constituting specialized teams. In this process, productivity suffers.

Agile Adoption

Agile methodologies are the optimal way for organizations to manage versatility and frequent changes. Moreover, these methodologies also support innovative projects requiring an on-demand workforce.

There are several challenges in setting up agile teams. Selecting the right information system and working routines plus building a team, can be a time-consuming process. Enterprises lacking experience in Agile overall or restricted to Agile only for IT/technology teams, will find it difficult to benefit from the said agility at the enterprise scale.

This makes bootstrapping projects difficult. The time and cost of onboarding talent based on these methodologies is high. Companies often lose their investment because of the high turnover among the contractors dedicated to the project.

Remote Work Matters

Top talents have the opportunity to demand flexibility in their work, and gravitate towards projects and companies that offer these benefits.

The majority of companies don’t offer this flexibility as they are missing enablers and capabilities to ensure the monitoring of people’s working performances in a remote work context.

Introducing those primary enablers and capabilities necessitates changes in management, as well as the adoption of information systems and technologies. In the absence of these enablers, companies face roadblocks that affect the involvement of on-demand talent.  

Due to these facts, companies keep limiting recruitment to a specific city-based localization population, while they require more demanding and specific skills every year. This leads to a scarcity of top talent.

Agile Teams Orchestration

Companies need to invest resources and efforts into managing projects that require specialized teams. Efforts are required to make these teams work and deliver in sync by seamlessly using scaled Agile methodologies over all verticals and horizontals of the organisation.

Managing Politics

Blank
Managing Politics

Introducing on-demand talent creates internal politics in traditional organizations.

Employees can view on-demand talent as a threat, assuming their jobs are at risk.

Executives may also wonder if their role and influence will be diminished.

The Gap between Senior & Middle Management

Senior management decides on the investments required to transition from conventional to modern models. They want a complete overview and analysis of the full impact of the change, as well as seeing what others do, before implementing any related strategy.

Middle managers want to ease into the system for the integration of on-demand talent, ‘nudging’ their way in, rather than steering or leading. They lack the authority or license to drive big system changes. They are enthusiastic about implementing the change within their limited scope. However, they can’t really consider the changes at the organization level as they are focused on meeting their deadlines. To that end, they bring on board independent recruiters or contractors without a streamlined process, allowing them to hit these deadlines, but with further implications and productivity drawbacks to show in the future.

Bridging this gap between middle and senior management is important for optimizing productivity. This step is important because the on-demand approach for on-demand talent will not show its complete benefits when implemented differently each time a middle manager needs to do so.

Internal Perception of Contractors & Earning Issues

The demand for top expertise is at its peak.

Research shows that on-demand talent values the mission as much as money.

On-demand talent contractors make twice the money as people in permanent positions do, on average.

There is a general lack of awareness of the risks involved in working on-demand, as well as the rewards on offer. Permanent employees can feel aggrieved as they perceive themselves as underpaid for doing the same work, or believing that contracts are overpaid. Effective flow of communication is necessary to eliminate any misgivings.

In the context of distorted perception, this may have an impact on what brings people together: the desire to reach the shared goals and achieve victories.

Innovation Culture & Risk Awareness

The success of the project depends on awareness about innovation risks and innovation management.

Bringing people with the right mindset on board is crucial.

The people should understand the purpose and vision of the project, so they can offer the best ideas and solutions.

Independent contractors are entrepreneurs and are generally more exposed to innovation and startups projects. But as they are external, End client companies may fail to equip them with the right vision to perform best. Furthermore, companies find it difficult to integrate talent with an entrepreneurial mindset, with the fear of seeing them leaving to develop their own businesses.

Most Chosen Paths

Companies adopt three main paths while developing on-demand talent levers

On-demand Talent As An Exception

Incorporating limited use of On-Demand resourcing in a fairly conventional workforce, comprising mainly of full-time employees.

On-demand Talent As Strategic Augmentation

Using on-demand talent to fulfil fast-changing strategic capabilities due to shorter innovation life cycles.

Most organizations take this path!

On-demand Talent As A Total Workforce Strategy

Most of the workforce comprises of on-demand talent, making this approach more transformational.

On-demand Talent As An Exception

Incorporating limited use of ‘cloud resourcing’ in a fairly conventional workforce, comprising mainly of full-time employees.

On-demand Talent As Strategic Augmentation

Using on-demand talent to fulfill fast-changing strategic capabilities, because of shorter innovation lifecycles.

Most organizations chose this path.

On-demand Talent As A Total Workforce Strategy

Most of the workforce comprise of on-demand talent, making this approach more transformational.

On-demand Talent As An Exception

Incorporating limited use of On-Demand resourcing in a fairly conventional workforce, comprising mainly of full-time employees.

On-demand Talent As A Total Workforce Strategy

Most of the workforce comprises of on-demand talent, making this approach more transformational.

On-demand Talent As Strategic Augmentation

Using on-demand talent to fulfil fast-changing strategic capabilities due to shorter innovation life cycles.

Most organizations chose this path.

Most organizations take this path!

Our Solutions

We designed our solutions to gain benefits addressing these problems while taking into account the majority of challenges faced along the journey.

Growing Talent Pool

Actionable Teams comprises of competent freelance digital workers, handpicked by our staff. We are constantly expanding this private network of consultants, bringing freelancers with proven expertise.

No web platform allows anonymous visitors to join. Either our staff will contact the members directly or other members will invite new members to join.

We put members through a rigorous recruiting process. Members are aware of the skills necessary to succeed. They only invite people who they believe have the relevant skills and capabilities.

 

Qualification For Top Talent Selection

Our contractors ace the challenging process we follow for screening and recruiting. During recruitment, candidates show proficient interpersonal and communication skills. These skills are necessary to work efficiently and increase productivity. For that, we pre-screen to eliminate candidates who do not meet the basic requirements for targeted performances and teamwork.

Each candidate is screened with the aid of professionals in their practical domain. Each screener will supply unique live exercises that cover core subjects inside the candidate’s essential area of expertise. We look at problem-solving abilities, depth of experience, communication skills, and creativity.

Teams Over Individuals

We use the best practices in Agile management to educate our members on working together as teams. Our smaller work units comprise of 3 people. In our experience, this offers the perfect base for collaborative work that secures decisions to the lowest technical levels. The smaller work unit can be scaled up to a team of 12 people.

The teams are process-specific, i.e. they specialize in one main thing, and can do it efficiently and constantly. They offer superior productivity and quality, which is a requirement for modern projects.

Our teams can dedicate their time capacity to work for one specific customer or several at once. This flexibility on the volume of assignment is allowing you to hire us to expand your capacity, even when you need less than three full-time people. Our teams will follow your plan and deliver results with the utmost motivation.

Enterprise-Grade Orchestration Capabilities

We developed our expertise in managing complex projects that require the involvement of multiple specialized teams by harnessing the power of scaled Agile methodologies. Thus, we can complete projects efficiently for enterprise-scale requirements.

Our teams work remotely, allowing you to leverage the skills of the top talent while offering flexibility that your company may find difficult to offer. 

We can move our team to your location within seven days, whenever there is a necessity for physical attendance.

Our Solutions

We designed our solutions to gain benefits addressing these problems while taking into account the majority of challenges faced along the journey.

A Growing talent Pool

Actionable Teams comprises of competent freelance digital workers, handpicked by our staff. We are constantly expanding this private network of consultants, bringing freelancers with proven expertise.

No web platform allows anonymous visitors to join. Either our staff will contact the members directly, or other members will invite new members to join.

We put members through a rigorous recruiting process. Members are aware of the skills necessary to succeed. They only invite people who they believe have the relevant skills and capabilities.

Qualification For Top Talent Selection

Our contractors ace the challenging process we follow for screening and recruiting. During recruitment, candidates show proficient interpersonal and communication skills. These skills are necessary to work efficiently and increase productivity. For that, we pre-screen to eliminate candidates who do not meet the basic requirements for targeted performances and teamwork.

Each candidate is screened with the aid of professionals in their practical domain. Each screener will supply unique live exercises that cover core subjects inside the candidate’s essential area of expertise. We look at problem-solving abilities, depth of experience, communication skills, and creativity.

Hire Teams Over Individuals

We use the best practices in Agile management to educate our members on working together as teams. Our smaller work units comprise of 3 people. In our experience, this offers the perfect base for collaborative work that secures decisions to the lowest technical levels. The smaller work unit can be scaled up to a team of 12 people.

The teams are process-specific, i.e. they specialize in one main thing, and can do it efficiently and constantly. They offer superior productivity and quality, which is a requirement for modern projects.

Our teams can dedicate their time capacity to work for one specific customer or several at once. This flexibility on the volume of assignment is allowing you to hire us to expand your capacity, even when you need less than three full-time people. Our teams will follow your plan and deliver results with the utmost motivation.

Enterprise-Grade Orchestration Capabilities

We developed our expertise in managing complex projects that require the involvement of multiple specialized teams by harnessing the power of scaled Agile methodologies. Thus, we can complete projects efficiently for enterprise-scale requirements.

Our teams work remotely, allowing you to leverage the skills of the top talent while offering flexibility that your company may find difficult to offer. 

We can move our team to your location within seven days, whenever there is a necessity for physical attendance.

Complete Transparency

Our project monitoring tools and KPIs are completely transparent. We provide access to our information management system to check the progress on your projects. We value ongoing collaboration with clients for project success. We always encourage our clients for frequent feedback as we move along.

Complete Transparency

Our project monitoring tools and KPIs are completely transparent. We provide access to our information management system to check the progress on your projects. We value ongoing collaboration with clients for project success. We always encourage our clients for frequent feedback as we move along.

Your Journey

"

You Communicate Your Current Challenges

We start by discussing the challenges your company is facing regarding the enablement of on-demand talent capabilities.

"

We Expose Suitable Solutions

Based on your challenges, we will propose effective solutions that will help you realize the benefits of robust on-demand and operational teams’ capability for your company.

"

Together, We Create A Plan For Integrating & Adopting The Solutions

We help you create a realistic, long-term plan, which embraces change and adoption, to make integrating the solutions easier for your company. We will assist you in outlining the plan for all key stakeholders, to ensure no impediments to progress.

"

Pilot Project

The first step is small, i.e. Implementing the first project your company needs. Next, we move up a level by offering you access to more managers, and unlocking the power of actionable teams, allowing you to improve efficiency and achieve more, quicker. Our solutions incorporate the best quality and monitoring capabilities.

A Pilot project gives our team the opportunity to show you the tangible benefits of our solutions, in a concrete and measurable way.

Risk-Free

Avail our no-risk trial period, as we give you the chance to assess our solutions and work with our team. You can test our solutions before making a final decision.
Working with Actionables, you will have a trial period that depends on the nature and the length of your project.
No down payments are obligatory if you are not 100% satisfied with the team we assign to your project. We can end our relationship there and then, or if you want, we will restart the cycle at zero cost.

Your Journey

"

You Inform Us of the Challenges You Currently Face

We start by discussing the challenges your company is facing currently with you, in the process identifying the common issues companies face with enabling on-demand talent capabilities.

"

We Expose Solutions That Can Fit

Based on your challenges, we will propose effective solutions that will help you realize the benefits of robust on-demand and operational teams’ capability for your company.

"

Pilot Project

The first step is small, i.e. implementing the first project your company needs. Next, we move up a level by offering you access to more managers, and unlocking the power of actionable teams, allowing you to improve efficiency and achieve more, quicker. Our solutions incorporate the best quality and monitoring capabilities.

Pilot project gives our team the opportunity to show you the tangible benefits of our solutions, in a concrete and measurable way.

"

Together, We Create a Plan for Integrating and Adopting the Solutions

We help you create a realistic, long-term plan, which embraces change and adoption, to make integrating the solutions easier for your company. We will assist you in outlining the plan for all key stakeholders, to ensure no impediments to progress.

Risk-Free

Avail our no-risk trial period, as we give you the chance to assess our solutions and work with our team. You can test our solutions before making a final decision.

You don’t have to pay us for anything if you are not 100% satisfied with the team we assign to your project. We can end our relationship there and then, or if you want, we will restart the cycle at zero cost.

Ready To Get Started?

Contact us

+33 4 11 65 40 34 
From Monday to Friday – from 9 AM to 6 PM, Paris Time

199, Rue Helene Boucher, 34170, Castelnau-Le-Lez, France