Every single day, I get a front-row seat to see how enterprise technology is transforming how we do business. And make no mistake, the world is changing more rapidly than ever before. The one thing that every company I work with has in common is everyone is trying to increase the clock speed of their business.
At MuleSoft, we are dedicated to not only creating a great workplace, but also putting our culture of innovation into practice to help our employees and customers succeed. Today, thanks to our work with partners and customers, we are happy to announce that we have been awarded a top 25 most innovative company by the Australian Financial Review (AFR) and awarded the top company for process innovation for our work with NSW Pathology and iSelect.
Over the course of my career I have built a variety of teams, interviewing over 1,000 applicants across a number of positions––from recruiting roles to marketing, sales, and operations.
This wide spectrum of interviewing experience has led me to one conclusion: let’s be honest, interviews are terrible. They’re fake constructs that can be influenced by anything, the interviewer being distracted or just in a bad mood or the interviewee overheating from nervousness. Interviews are just not a great reflection of who people are or how they work.
When anyone shows interest in our technology we want to engage with them as soon as possible. We are excited about what we build with at MuleSoft and any opportunity to share that excitement with someone is a big deal.
One day we were hanging out with some fellow Muleys from the Sales Development and Marketing teams and they were talking about how great it would be to receive a notification in Slack whenever a new lead has come in –
One of the interesting facets of the digital revolution transforming the modern enterprise is that it’s creating new human challenges and opportunities. The IT head’s role is undergoing big changes due to technology, but those changes require new people skills every bit as much as technical chops. Success or failure as an IT leader depends a lot on how well he or she can manage people as well as software and systems.
Gartner calls this new type of IT head a “CIO Leader.” Gartner Fellow Marianne Broadbent and Gartner VP Ellen Kitzis say,
