In addition to working for the customer, the majority of our employees are also involved in internal issues at AdEx on a voluntary basis. We are talking internally about a "participation culture": from the design of the homepage to the organization of training courses, marketing initiatives, or AdEx events. We preserve a start-up culture; everyone has the opportunity to tackle themselves and implement their own ideas.
During the daily work on customer projects, innovative tools, processes, or approaches are regularly created. Those also benefit other employees or can be used in other customer projects. Thanks to the close cooperation of the employees with the partners, these topics can be quickly identified and expanded together. Employees can present the innovation to their colleagues in a so-called "Skills & More" call, for example, or, if necessary, offer it to new customers together with their partners. Such innovations are duly appreciated. Last year we implemented the "Hood concept". AdEx is growing continuously and quickly. As the number of employees grows, the know-how we can offer to our customers is increasing. Internally, however, it is becoming more and more difficult for everyone to know everyone. To meet this challenge, we want to further develop our organizational structure without losing our start-up feeling and our family set-up. Through the Hoods, we want to enable all employees to get involved without pretending rigid top-down structures. Hoods or “Communities of Practice” give us the opportunity to remain a flexible and self-learning organization. This enables us to respond flexibly to market dynamics by advancing and developing our services, industries and markets and still enjoying freedom (like for recruitment, human resources development, marketing). Hoods give our employees a home and offer the opportunity to develop professionally and personally.
