Given that edict, it would only be natural to assume Jaconi is a geek, eager to imprint his culture on the 7-year-old company. In fact, he has a degree in political science from the University of Southern California and spent some time working on John McCain's presidential campaign. Nevertheless, he is passionate about the benefits of group coding.
"Our employees' livelihood is based on a complex technology," says Jaconi. "We wanted them to know more about the technology our customers are touching. Our 'codinization' program was important for both client dialogue and cross-departmental communication."
Jaconi's announcement was met with both enthusiasm and skepticism, but the results -- even among the skeptics -- have been encouraging and enlightening, he says, and in at least one case, the gamble has paid off in ways that improve the bottom line.
Could such an approach produce similar results at other companies? Josh Bersin, CEO of Bersin & Associates, an Oakland, Calif.-based analyst firm focusing on training and talent management, has never heard of a company training all its employees to program. He does cite tech firms like IBM and EDS (now part of Hewlett-Packard) that have trained large swaths of customer-facing employees on specific technologies in order to ensure a common level of institutionalized knowledge.
"If you're in product support or a customer advocate, and you know how the product works because you've learned how it's coded, you can answer questions in a more valuable way," says Bersin. "And when clients ask for configuration and customization, everyone understands the implications. I've just never seen it done to this extent."
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