Collaboration as "Human Behavior"

Our business model

Collaboration is a recursive process where two or more people or organizations work together toward an intersection of common goals- for example, an intellectual endeavor that is creative in nature - by sharing knowledge, learning and building consensus. Collaboration does not require leadership and can sometimes bring better results through decentralization.

We change, not the world around us. The world has existed for a long time before we came, and will hopefully still be there when we are gone. Our perception of things changes. It is not the market, global warming and politics that are confusing. Our priorities and values have changed, and this has to secure relief if goes in the right direction, and it obviously doesn’t if calls for distress.

At Visia, we look at things a little differently. Each of us can spend 8h a day working, and we enjoy every single day of our work. So why not choosing the right projects, and work them the right way, with the right team and roles. The goal is to optimize the work process and achieve a win-win equation.

Old Visia » Passive, Receptive

Promotes "silo behavior"
Complying with tasks
Decisions are out of reach

New Visia » Active, Creative

Decrease number of people involved in the production
Improved cross-functional management
Sustain focus and alignment
Transparent functional paradigm – everybody knows who what and when
Performance measurement system
Lean product development – resource waste reduction
Employee empowerment
Increase in quality, flexibility and speed

We don't see things as they are, we see things as we are. ~ Anais Nin

Concept and Implementation

Old model

New model

Phases are overlapped; no design is locked down earlier than absolutely necessary so as not to miss a newly emerging technologies
Effective for rapidly changing business environment
Team is focused on one product:
- innovations, easier when specializing in one application
- continuous small improvements
- activities directed to maintaining current technological, managerial and operating standards
Aiming to exceed expectations

Diversity vs Dedication

Maintaining pervasive and consistent focus on elements that provide added value
Eliminating activities that do not add value leads to waste reduction and process improvement
Focus on continuous improvement of processes – rather than results
The lean production mindset: concept, way of thinking – not technology; culture – not the latest management tool
Customer-care mentality, Responsibility for our customers’ success
Brand Management
Customer Value Analysis, Customer Loyalty Analysis
Cutting edge management knowledge for capturing and leveraging the intellectual capital
Improved support; locate the right resources faster and find the best solutions
Over time, to increase teamwork, reduce workloads, and significantly improve effectiveness

Talent wins games, but teamwork wins championships. ~ Michael Jordan

Timely implementation of new requests, complying with the integrity of the system as a whole.
Unbeatable offer for development.
Other Veolia companies can buy it on-demand for a fraction of what it costs. 50% of any sale will go back to the original Veolia company purchaser. This goes for any sale, worldwide. Stream of revenue.
Option for the module to be available for Veolia companies only. Doesn’t affect the price.
Exclusive rights for the module to be used by one Veolia company will reflect tin slightly higher cost as no other sales are allowed.
Continuous improvements help the product to be more reliable, convenient, and flexible. Veolia companies will have the ability to model, deploy and manage mission-critical business processes, that span multiple enterprise applications.