3-2-1- Lift-Off. Are you ready to start your METRO.digital journey?
The Mission Handbook provides us with guidance and clarity about how we work together at METRO.digital. We are going to explore our METRO universe and enter into the METRO.digital galaxy. You will learn more about our vision and values, as well as what we have in mind when we talk of a network organization. Furthermore, we make our principles explicit regarding our outcome-focus and data-driven approach, agile practices, and how it feels to work in one of our product teams. However, it’s not just about the products. Irrespective of role, company or country. We are working together for the success of our customers and colleagues.
The Mission Handbook focuses on core aspects of our culture and will evolve through your feedback. We are looking forward to it!
In our METRO Universe everything revolves around small and medium-sized companies, especially in the food and hospitality sector. Their success is our motivation. We deliver sustainable solutions for independent entrepreneurs in over 34 countries.
METRO.digital is a product-led organization and the tech unit that accelerates the digitalization of our business model. We develop the digital solutions for the METRO global wholesale business.
The team is the star! Teamwork is a given for us. We as a company would like to function as a united team on every level. This is THE overarching principle. It does not matter where you are located or what your professional background is. We believe that great teams are made of unique individuals who are empowered and engaged. Our values and actions are fundamental to us. Our daily action counts!
We drive METRO’s success with game-changing solutions.
The purpose is the “big why” and it is what drives us. It’s our origin. .
- We are empowered to make decisions.
- We hold ourselves accountable for the outcome.
- We take initiative and move things forward.
- We strive towards simple and effective solutions and processes.
- We acknowledge that taking action is better than perfectionism. That is why we take calculated risks and continuously run experiments.
- We make data-driven decisions to maximize the value.
- We respect each individual and aim for an environment where everyone feels safe to ask questions, share ideas, raise concerns and admit mistakes, so that we can learn and improve.
- We appreciate each contribution and act constructively even if we disagree.
- We give and receive recognition and early feedback at all levels.
- We are passionate about solving our customers’ problems.
- We have an inspirational attitude and enthusiasm. We are proud of our success and celebrate it.
- We strive for highest standards and continuously improve.
Our values are the glue that sticks us together. They help us reduce social complexity and focus on our job. Per value we have added descriptions of how we want to live it in daily life. Again: actions speak louder than words.
We build the future of wholesale – we make METRO.digital.
The vision is the “ultimate what for?”. It is a very ambitious goal in a relative distant future (10 to 20 years). Herbert Simon phrased it nicely “A good vision grows from a delicate balance between a sense of reality and utopia. Vision is the barely doable.”
We deliver smart solutions to make each day a success for our customers and colleagues.
A mission is like an overarching principle. One could say it is the mother of all principles. Its function is one of a guardrail that helps us in daily life to stay on track. It reduces any deviations from the optimal path to achieving the vision. In short: the mission focuses on action.
Acting as a network organization
METRO.digital has to cover a lot of contexts; therefore, we need a structure that enables us to find the best mix between stable teams and a flexible organization. Thus, we use the idea of a matrix organization. It allows us to distinguish between people management-related tasks from the work done in a product team. Leadership is shared in these contexts and makes it easier for us to act as an organization.
The concept of a matrix organization
The core of our matrix organization is the team. As such, most tech companies that are organized as a matrix organization run products. Why is it called a matrix? Leadership is split into two dimensions, forming a matrix. Skills such as engineering, data science, agile or UX report into separate skill focused managers (horizontal) who take care of the capabilities and knowledge in a skill area. Having these skills at hand, the product teams receive all the expertise they need to build an outstanding product as independently as possible.
- The responsibility of the product lays in the hands of the ENTIRE product team, every member of which plays an essential role in accomplishing the goals of the product. Since we not only build products, we implement solutions for the next organizational level. For example, our shop has a product called "Search and Discover", responsible for the shop search. Another product is "Order Capture", responsible for the shopping basket. Together plus other products they form the solution M|Shop.
- Above the solution level follows a business domain, which aggregates different solutions into an organizational entity. For instance, "Customer Ordering" has M|SHOP as an online shop solution.
- In order to bundle different domains, the last entity comes into play which is called “Unit”. Each business unit has several business domains. Each domain is responsible for a narrower area. For example, in the "Customer Facing" unit, there are domains "Customer Ordering" for e-commerce and "Customer Web" for web-based content.
Advantages of the matrix organization
A company-aligned focus on the core skills. Engineering and UX strategies apply to the whole company rather than just one department.
Tailored management support. Engineering, UX, agile, data science managers that know the fields well can better support those skilled employees.
Information flows both horizontally and vertically within the organization. Knowledge sharing not only improves products but also skills.
Silos are less likely to form due to the higher interaction within skill and product areas.
Responsibilities in a matrix organization
We distinguish between two domain owner roles:
- Business domain owner is responsible for a solution/product, its strategy and budget.
- Skill domain owner: vision/strategy for the skill in the company (UX, agile, engineering, data science)
Both also act partly as people manager. This means a domain owner is responsible for hiring, training and all HR matters of their employees. Leadership happens on all levels of our organization. People management is not a dedicated role in METRO.digital.
Act like a network
Finally, it is important to point out that, no matter which organizational model is in place, we want to be able to adapt to change. That means we act like as a united team with a sole purpose: to solve customers' problems and satisfy them with our solutions. We will certainly continue to run organizational experiments to find the best solution for our business. Because change is the only constant.
More Principles Fewer Rules
We rely on principles instead of fixed rules. Principles give us a framework for our actions and leave us enough freedom to adjust accordingly. In contrast, we understand rules as a set of agreements to which we strictly adhere. Of course, we also have rules at METRO.digital. However, we try to keep them to a minimum.
Principles help us set clear priorities and align our actions accordingly. As the foundation of our decisions, they help us make decisions within the team and the organization. Product, engineering and architecture principles are at the core of creating value for our business.
- We focus on the customer needs, the root cause of their real problems and generate tailored solutions.
- We are data-driven and outcome-focused.
- We experiment and learn in short cycles to create successful solutions.
- Collaboration with our customers is a valuable source of inspiration.
- We iterate our products and services, instead of building them from scratch.
- We are pragmatic when it comes to building the “right thing”.
- An unused product feature is useless. We are bold enough to let it go.
- We write clean code and strive towards simplicity.
- We favor pair programming to deliver high quality.
- We are test-driven by nature.
- We care about the business’ needs as much as about stability and maintainability of our systems.
- We are organized around business capabilities.
- We keep it simple and eliminate accidental complexity.
- We avoid tight coupling.
- We distinguish between autonomous micro services and constraints of the macro architecture.
- Security, compliance and data privacy is always on our radar.
- We go for cloud first.
- We actively strive for a lifecycle management.
Who is the customer?
METRO.digital is the software house of METRO AG. We host many applications and have different user types for our solutions. In order to prevent confusion about the term "customer" we use the following logic to distinguish between our users:
Customers: Someone who is paying in a store (online or offline) for the products and services we offer. Usually, they can be divided into three segments: HoReCa (Hotels, Restaurants and Catering), Trader and SCO (Service, Companies, Offices).
Clients: Our colleagues in the countries that we enable with digital solutions to drive their local businesses.
Stakeholders: Our colleagues from METRO AG and other entities for overarching topics/ projects.
Partners: Anyone outside of METRO.digital who either needs or receives anything that generates value for a customer, client or stakeholder.
Colleagues: Anyone in METRO.digital who either needs or receives anything that generates value for a customer, client or stakeholder.
Focus, alignment, value: Prioritized Objectives & Key Results (POKR)
A common challenge at METRO.digital is the complexity created by the high number of products and the many inter-dependencies between them. Oftentimes, these products have their own separate purposes to fulfill. Gaining alignment between products and reaching efficiency and focus is challenging.
POKR manages the software development portfolio of METRO.digital for six months. The aim is that the whole company focuses and aligns on the same strategic objectives and hereby generates business value. POKR combines the strategic directions from METRO AG with bottom-up objectives of the product teams at METRO.digital. It is all about alignment, focus and customer value.
Communication is key
In a corporate organization, we contribute to the overall business objectives of METRO and the specific customer needs in 24 METRO countries. The framework "Prioritized Objectives & Key Results" helps us stay on our strategic track, improves the quality of communication and fosters the product teams to achieve a common goal. Moreover, POKR helps the organization to focus on outcome by defining objectives and measuring with key results. Product metrics complement this approach, as we always want to understand, how "healthy" our products are.
Output vs. Outcome
We do not want to be a feature-factory. We want to solve the problem of our customers while creating a business value. The OKR framework helps us to focus on the outcome (how can we positively impact our customers/ clients/ stakeholder goals) instead of "just" generating output like a bunch of features. Within the six months iterations the team aligns on maximum three ambitious objectives and up to three key results per objective. After agreeing them within our chapters we kick-off the cycle. Every two weeks during the check-in the teams inspect their key results, as well as their learnings, impediments and plans for the next weeks. At the end of the POKR cycle we inspect and adapt together in a review and retrospective how to improve for the next cycle.
Data beats opinion
We are a data-informed company. Data is crucial for us to make informed decisions. As customer needs and behaviors are changing so fast, we must adapt even faster. Data is our ally, who makes our life easier. Therefore, we strongly encourage each other to measure the improvement our products and services. In short: If an argument has no data, it is just an opinion.
How we generate insights
Here is a quick summary about everything you have learnt about METRO.digital so far: The long-term vision is our corporate north star. It is the one big thing we want to achieve together. Objectives are our short-term goals that help us to improve on our north star. Key results measure if we are on the right track to achieve the objectives. OKRs change from cycle to cycle; KPIs remain the same over a longer period. Key Performance Indicators (KPIs) are our vitality monitor. It shows us how “healthy” our products are and of course we want to maximize value while minimizing risk. It comes naturally to our product teams to engage with the metrics dashboard on a daily basis. This facilitates insight and drives actions that feed into generating customer value. This implies that we also always look out for better metrics.
How do we gather data?
The monitoring of data and constant adaptation through the continuous data feedback loop is the blueprint of METRO.digital. Product teams focus on discovery and delivery activities at the same time. They collect customer feedback, validate hypothesis, do A/B testing and balance the goal of the business (e.g., increase total number of orders) and the needs of our customers (e.g., increase usability of check-out process).
Through data-driven actions, we have better conversation and decisions. We track and act as a team to create products our customers are passionate about. We make a habit of assessing our key metrics as a team within each iteration.
Iterations or our shortcut to add product value
At METRO.digital we work in iterations. It is one of our core principles to add value to products and solutions regularly and, more importantly, to receive from our users (e.g., A/B Testing)! In times of uncertainty, it is not possible to plan farther in advance than a maximum of two iterations. These, however, we plan in great detail. Since the business environment is quite dynamic, we want to stay flexible and be prepared for change.
Ok, it's a sprint?
At this point, you may be wondering why we do not refer to this strategy as a sprint or as cadences as it is called in Scrum and Kanban, respectively? Our product teams have the freedom to decide what framework fits to their needs. We care about learning loops and the "Build-Measure-Learn Cycle and, as long as, the teams ensure they learn together with their users, they choose the name and the length of the iteration. Most of the teams work in one to three weeks iterations. The only promise we make to ourselves: We will deliver.
In our chapters, we operate in three to six months OKR cycles and bi-weekly check-ins. It ensures alignment on our objectives and transparency through a work break-down in the value stream. Furthermore, we also find a pattern to encourage the product team to explore their product opportunities. Innovation is everybody’s job and practicing it is a definite/certain part of our iterations (e.g., Design Sprint).
Agile Road Maps
We are eager to explore the path that lies ahead. Some teams utilise road maps for this purpose. Here, we focus on goals first and then on deliverables. When synced with the OKR cycle, a road map helps to anticipate change and have always a plan B at hand.
Ownership in successful product teams
We have many different types of team. In this example, we would like to illustrate how ownership in a successful product team works. A high-quality product experience is created by the product team that makes this possible. They translate strategy into a successful product, learn from data, and continually work to improve the customer’s experience. Since we are working in a network organization, every role is connected to a different manager. This is why it is essential that that the responsibilities are clearly coordinated. We experience the power of self-organization in a product team combined with clearly defined roles:
- Represents the business, customers and clients
- Evolves the product vision & road map
- Collaborates with all parts of Team and tries to drive business value
- Communicates with customer, clients, partners, stakeholders, and colleagues
- Generates insights by using Metrics & KPIs
- Takes care of the value in the backlog
- Ensures that technical issues that are addressed to the right people.
- Good business understanding and communication skills
- Represents a node within the business that connects teams
- Mainly is responsible for delivery / developing user stories
- Builds a good understanding of the customer
- Challenges PO and business, to deliver the best result
- Thinks out of the box on how things can be implemented and shares ideas
- Takes ownership and initiative in solving issues working towards completion
- Helps the team improve constantly
- Spreads the spirit of continuous improvement
- Focuses on the whole team’s performance (e.g., velocity, quality, fail safe environment)
- Facilitates ceremonies
- Enables the team to collect and analyse their data efficiently
- Enables the team to be truly data oriented and to have access to anything related to their product
- Ensures that the product has the best possible user experience
- Asks question about desirability of the product
- Gains user insights, over designing prototypes and detailed UI design to collecting user feedback
We have another 10 roles in our organization, e.g., like consultant, domain owner, domain expert or service manager. Together we are driving the business for METRO.digital. Our lean role-based model ensures flat hierarchies, clarity about ownership, as well as personal development possibilities.
What does self-organization mean to us?
We believe in the power of self-organization and in the results teams can achieve through it. However, it is important to us that self-organization goes hand in hand with accountability. Our teams and organizational units succeed by:
- Committing to the overall strategy
- Taking ownership: Being committed to value-driven targets /objectives of the organization
- Creating a set of ways of working relevant to the team, including rules and tenets to achieve a common goal.
- Adressing the team and individual shortcoming openly and respectfully
- Aligning and agreeing on a set of rules for breaches of team rules
And if it doesn't work as expected?
A functioning, self-organized team is characterized by how it deals with difficult situations. How does it demand the responsibility of everyone? How do the team members give each other feedback? How does a team manage to deal with defeats and draw strength from them? Experienced coaches support the product teams. Radical Candor is so extremely important for us! As stated in our core value Respect: We respect every individual and aim for an environment where everyone feels safe to ask questions, share ideas, raise concerns and admit mistakes so that we can learn and improve.
Five factors have been defined to determine whether a team is self-organized in a productive way:
- The team delivers value incrementally every four weeks or less. As an organization with a long history, it is already a good improvement, to reduce the lead time to add value to a product incrementally. The same logic applies to other teams, irrespective of their role or function. While product teams work in iterations, the aforementioned colleagues have to deliver value on a daily basis.
- The team delivers what the customer/ clients need most (e.g., product/ service discovery, product research, innovation methods, metrics).This criterium should handle the aspect of customer centricity and implies that a product team must communicate with the stakeholders and receive feedback that helps to improve the team’s product/service. Data plays a crucial role in this context to collect important DevOps measures like “Change Failure Rate” or “Deployment Frequency”. Of course, metrics are not limited to technical aspects, therefore business-related metrics are also very important to us
- The team tests and validates their work in the best possible way (e.g. definition of ready & done, acceptance criteria, automated tests). Since we want to enable the team to deliver quality, it is necessary to deal with continuous validation activities. This means anything that raises the quality is welcome – and the actions depend on the specific situation of a team and its individual challenges.
- The team is self-organized and cross-functional (e.g. responsibility, decision taking, vision, mission, manage conflicts). This point touches the wide area of issues that are related to team autonomy. At the end of the day, it is about taking ownership and deal with the inherent pair of responsibility and liberty. As one might imagine, this is about the social aspects of working in an agile manner.
- The team improves continuously. (e.g. Retro, process, way of working, feedback) To improve means to learn how to do things differently. In a complex world this means to conduct experiments and think like a scientist. Learning is therefore an essential part of an agile team. Again, we welcome any kind of activity that supports the generation of actionable insight, regardless of whether it is related to the team and its daily work or further development of skills. This is so to say a deeply humanistic idea, because we see humans as beings which can grow – on a personal and professional level.
Uncovering the blind spots
Nobody is perfect. This is an easy saying, but it is difficult for us to accept, especially when it comes to our professional life. Especially when it comes to our blind spots, whether it is something amazing or a behavior we could improve. Feedback is our tool to help each other to become better. It keeps us and our teams on track, helps us avoid major mistakes and leverages the potential of our teamwork. At METRO.digital we want to grow together, and feedback helps us to do so.
Care personally and challenge directly
Giving and receiving feedback is not just the manager’s job. At METRO.digital, we expect everyone to evolve their personal leadership skills by giving and receiving constructive feedback on a regular basis. Therefore, we use radial candor as a frame. We follow the principle of "care personally and challenge directly". A structure called S - B - I (Specific Situation - Behavior - Impact) makes it easier to give feedback immediately. Example: "In this situation I perceived this behavior which had this impact on me. For me, it would have been better if you had behaved like that, then we could have solved this issue better together." But feedback is of course more than simply an " indicator for change". It gives us the opportunity to empower us via positive feedback. It is simple – let’s develop this habit together!
Forming a feedback culture
Aside from the points mentioned above, we create the environment of a modern feedback culture through:
Monthly employee engagement survey
360 degree feedback and growth plans
Regular feedback in 1:1 with managers and peers
Pragmatic practices for an agile mindset
Being agile is not always easy. Sometimes it is just a matter of implementing a few work hacks to make life easier and get in the flow. For the following practices you do not need a coach or trainer. All you require is a little courage to experiment …
Transparency & visualization: Make your work visible by sketching out MVPs, your vision, OKRs or product metrics. The same applies for communication in Teams, Jira, Confluence, etc. Transparency is more than sharing information: It means to be collaboratively responsible for a common understanding of context, goals, and tasks to be done.
Get in the loop, stay in the loop: As stated in the Iterations section, it is all about cycles. It does not matter which framework you use. As long as the team measured its performance, it is going to continuously improve, deliver value to colleagues within the organisation, clients, stakeholders or customers.
Time Boxing: This is an essential hack for learning how to focus and get the most out of a given time frame. Tip: try defining time boxes for every section of a meeting. However, there is no need to be too rigorous with it. Nevertheless, be conscious of time being an essential and finite resource
MVP: The concept of the Minimal Viable Product (MVP) is often misunderstood. It is NOT a buggy prototype nor an unstable beta release. The idea of an MVP is to find the first working solution for the primary problem(s) of the main customer/user of a product. You want to reduce the scope to a level where the product contains enough quality for the customer, while limiting risk and reducing time to market. It is essential to learn as fast as possible about the usefulness of the MVP. The process of creating and developing an MVP is comparable to an artist drawing. It starts with studies and rough sketches and evolves over time into a Mona Lisa.
Experiments: In times of uncertainty, there is only one way to understand a problem - you have to conduct an experiment in order to reveal the underlying problems. Sometimes, it is not possible to think an issue through to the end as it is too complex. As a rule of thumb: The higher the uncertainty, the greater the changes that an experiment can provide knowledge about "the situation". And it gives guidance for further action in terms of value creation.
Constructive Feedback: As stated in the previous chapter, we see constructive feedback as an opportunity to discover opportunities for improvement. Therefore, critical feedback is positive because we want to improve every day. Only together we can get rid of our blind spots and logical fallacies.
Principles of volunteering: It seems obvious that humans like to work on problems, which meet their interests and strengths. Insofar as it makes sense to share work in a team according to the interests and strengths of each member. Of course, two challenges still remain: On the one hand a colleague could have too much work because certain skills are in high demand. On the other hand, there is always work left that nobody likes but which must be done. The goal is to find a fair balance of "wanna do" and " let’s get it over and done".
Cross-functional teams: A complex world needs teams which can tackle many roles. This implies different capabilities and skills to build and improve a product. A team should have as many skills as necessary to act in relative autonomy to satisfy a customer or user. If a product contains too many features to be handled by a single team, it is "sliced" into feature teams. Intra- and Inter-Team-Communication is key, to build delivery clusters around big solutions.
Action & Reflection: The generic pattern of the agile way of working is defined by alternating phases of focused action ("Plan & Do") and relaxed reflection ("Check, Act"). This enables us to be a learning organization. Fun Fact: all you need is a regular appointment in your team calendar and some time to think about what can be done better. With a little help of an Agile Master you can learn how to do it by yourself.
Prioritization: As pointed out in the paragraph about time boxing: time efficiency is key. Thus, the question of prioritization arises. As a simple guideline, ask yourself the following questions: MOSCOW - what must, should, could, would be done to satisfy a customer or user? Remember: The customer value is what the customer values!
Life on Board
A Week in a Team
Let's do a reality check. How does a typical iteration look like? How does a product team interact? What are our habits and rituals that help us stay on track? Firstly, it is worth noting that the start of an iteration is usually on Wednesday, meaning that it ends on a Tuesday. This also means that we avoid falling into the trap of doing releases on Fridays. Since we have the freedom to choose the “schedule” that suits the team best, we make use of it.
9:00 am: Prepare to close the iteration
Normally, there is a daily stand-up to check, whether any positive or negative surprises happened in the last 24hs. But today is the day to close the iteration, so it is time to prepare the review with the users, clients or stakeholders.
10:00 am: Did we achieve our goal?
Customer and clients are in the house to give us feedback, insight, and ideas on our deliverable. Good to have them in the showcase/review and to see how we help them to achieve their goal. As we are well prepared and stick to our METRO.digital meeting rules, everyone is involved in the meeting and we are able to finish on time. Link Additionally we check our key results with the stakeholder to ensure our transparency. This helps the team to understand, if they are on course contributing to the set objectives of the OKR cycle. We are obsessed with making our customer's life easier.
1:00 pm: How to improve as a team?
In the retrospective the team reflects the collaboration. Your agile master is challenging you: "What went well? What to improve? What is our next experiment?". At this point, we value honesty and constructive feedback. Performance is not a "bad" word to us. If someone does not perform well, we want to understand how we can support them. Good will and a professional attitude are the ingredients to solving problems within a team. Of course, we always want to find at least one action item that helps the team to improve as a whole. One thing is clear: If we do not spend time getting better, improvement cannot happen.
10:00 am: Why is planning so essential for us?
Feedback from customers: Check. Improvement ideas within the product team: Check. We cannot wait to kick-off the next iteration. Therefore, we have a planning together to ensure every team member understands what to do. We start by having a look on our Objectives & Key Results together and punch-in our success. It keeps us on track to achieving our long-term vision. Let's see what we can do in the next iteration to progress further towards our vision. Our product or service managers discuss priorities with us and we commit to a scertain number of stories and/or tasks to complete in the next iteration. We make sure that we have good conversations, acceptance criteria, estimations and apply the INVEST criteria. Our Definition of Ready works as a quality gate to ensure that we work only on tasks which are … ready!
9:00 am: Are there any surprises?
Our activities as a team are synchronised daily. In our daily stand-up, we help each other by making impediments transparent or by helping each other with solution ideas. This habit is also the perfect opportunity to take about positive surprises! One of the best ways to start the daily is to Is to review the data on the metrics dashboard together. This way, everyone understands how the product or service performs and which contribution has the highest priority. We take the term “agile” serious, meaning a plan might change daily. It is up to us to inspect and adapt. Taking ownership is essential for us. We committed to deliver in the planning and we do our best.
1:00 pm: Is it only about speed?
Of course not! As we want to ship valuable software to our customers, we focus on quality. Therefore, the team uses the idea of pair programming to create "built-in quality". This could be programming for a specific story e.g. with UX professionals or the exchange with an business expert. We discovered that it helps to solve complex problems as well to ensure knowledge sharing and onboarding. Code review is another habit we practice, another quick win to guarantee high quality. Additionally, we use our Definition of Done to deploy as often as possible – but only when it makes sense!
3:00 pm: It is time for some learning nuggets
Today is the day of the monthly Brown Bag session. This time it is an external speaker that will showcase how a challenge in the digital wholesale world has been solved. During the Q&A session, the team gets new ideas for their own context.
9:00 am: How can I develop as a professional?
Today we have our “show & tell” session in the team. It's an action item out of a retrospective. As we are all eager to learn, we use this format to share our experience and help each other to learn more about a specific topic. We strive for a learning organization, where people are their own CLO - the Chief Learning Officer. Everyone needs support when you want to grow and develop. Aside from “show & tell” session we also have 1:1 session within the teams, e.g. with the agile master to explore fields of personal development. A skill manager has the responsibility to enable professional growth.
FRI, 11:00 am: How to prepare for the next iteration?
Our iterations help us get to a sustainable pace. Therefore, we take some time to prepare the next iteration. Together with the Product Manager we review the backlog. The frequency with which the team refines their stories depends on the length on an iteration. In a two-week iteration it can be up to three times. Why is this essential? The conversations need to take place anyway. By doing it upfront, it uncovers problems, unclear questions, and preconditions. Every story gets acceptance criteria and a first estimation to be prepared for the next planning session.
Learning never ends.
As techies we are used to learning new programming languages and tools quickly. Learning is so essential, and we appreciate that this goes beyond a specific language or platform. At METRO.digital, we are eager to learn and we are looking for what we can learn and how we can develop every day. Learning is not just a „nice-to-have” asset, it is our approach to our work, and it is what beams us to the next galaxy.
How do we know what to learn?
We value diversity. Therefore, it is a matter of course for us to support all employees with an individual development plan and learning budget. Our roles are complemented by experience levels. These enable targeted development in and between roles. At the same time, you can actively shape your development at any time via 360 Feedback and our Performance System. The sky is not the limit when it comes to learning!
Sharing is caring!
Even in our learning formats, we respond to the different needs of you as a learner. Whether it is classroom training in our Product Management Academy, an online course, a conference or a book, magazine, video: You have the choice! We truly want to be a knowledge-generating company. That means we learn from each other's experiences, e.g. in our meet-ups like the Brown Bag Sessions, Tech Trends, or in our Product Club.
It is up to us
You have an idea for a new format or a new learning area? METRO.digital supports you in promoting new ideas. Our learning catalogue is fueled by motivated colleagues who want to excel opportunities for personal growth.
We respect and honour each of our employees as a person. We know that how you feel at work, how you perceive yourself and your environment has a major influence not only on how well you perform your job, but also on your overall well-being. By explicit choice, we foster and promote health, so that we can thrive together. This means we treat physical and emotional health of our employees as our common goal and shared responsibility.
How we contribute to achievement of that goal is many-fold. On the one hand, we offer a wide variety of benefits around the physical and mental health. Those include, but are not limited to, training courses (for example yoga or cycling), access to the fitness studio, attractive dental insurance, work medicine counselling and formal mindfulness practices.
On the other hand, we empower you to implement your role in a manner that brings the best out of you by granting you trust and freedom. This means we want to see you excelling in your strengths, while we respect the limitations of your current life situation. We believe that the more you bring your authentic self to the stage of daily activities, the more successful we are going to be together and the more fulfilled you are going to be working with us.
We are all about healthy relationships!