Our Credo: Vision, Values, Culture

What is Our Goal?

Solcept creates Excellence

for maximum Customer Beenefit based on our employees with optimal Technical and Social Competence and an exemplary Company Culture.

Which Added Value are we Offering?

For customers and employees

We are Learning Permanently
to align customer benefit, our technical and social competence and our company culture as much as possible:

1. We maximize the customer benefit with experienced engineers and efficient processes: Quality - on Time - on Budget
   • We all maintain our processes so that our customers have to use few of their own resources, little of their own knowledge and little of their own energy to get products without quality problems within budget and on time.
   • Everyone develops their technical and social skills.
2. We are all working to ensure that everyone is able to contribute and progress professionally and personally
   • We are all reliable and everyone takes responsibility.
   • Everyone brings their individual strengths to bear by supporting and complementing each other.
   • We are all looking for interesting and challenging work for engineers.
   • All employees help to shape the company.
3. We cultivate relations with our customers based on partnership
   • We are all transparent and professional.
   • We all also take the customer's perspective.
   • Everyone communicates with empathy, authenticity and appreciation.
   • Everyone is committed to the success of the client.

How do we Go There?

By living our Values

• Communication: Empathy - Authenticity - Appreciation
  We communicate openly, honestly and courageously, supporting each other and moving ourselves and our clients forward through clear and constructive feedback
• Authorship: Responsibility
  We stand up for our results, don't hide problems, have a positive attitude, and actively seek out information.
• Enthusiasm: for Technology and Projects
  We develop clean solutions and want to know how it works, we are committed to our projects, our customers and the company.
• Sustainability: Lasting Value for our Customers
  We have the courage to value long-term project success (e.g. TCO (Total Cost of Ownership)) higher than short-term illusory gains.

Where does this Lead To? Our Corporate Culture

The sum of all our habits as an organization, i.e. our corporate culture crystallizes in:

• Roles instead of functions.
  • We do not have fixed titles, no one sits in a box on the organizational chart. We have roles, which can change from project to project. Whoever is project manager or architect in one project can be developer in the next project and vice versa.
  • We all have additional roles that serve the development of the company. From the employee role to project development or technical and project leadership roles.
  • Each of the roles has clear tasks that are documented in our process descriptions.
• Processes & learning instead of tinkering
  • We have processes "for everything", i.e. a description of how to work: how to do it best. These descriptions are always a kind of instruction manual for a software tool or for a template. They are meant to be a help, not a "process police" or just for the ISO 9001 audit.
  • All employees can adapt and change all these processes if they find a consensus for the change in the "Performance Improvement Meeting".
  • So we continuously optimize our way of working, templates and tools in a pragmatic way, sometimes "agile", sometimes "V-model".... This way we learn from each other, from other projects and as an organization.
• Excellence instead of mediocrity
  • Processes often govern the repetitive part of the work, so we can focus our energy on the creative engineering deliverables.
  • This also means that we expect technically excellent performance from all peers.
• Transparency instead of surprises
  • Everyone has access to all financial figures, including everyone else's wages.
  • There are annual Open Space workshops where everyone discusses strategic issues together and decides on measures.
  • Profit distribution ("bonus") is done through additional 14th month salaries, the same for everyone.
  • Everyone has a say in strategy, processes and technology development.
• Intent-based leadership instead of decision deadlock
  • We follow the principle of subsidiarity, i.e. all decisions are made at the lowest possible level, where the information lives.
  • Those who are led plan their tasks themselves, decide how they want to achieve the goals of their work. Then they discuss this plan with the technical or project leader, who either approves this plan or a discussion arises about how the plan can be improved.
• Feedback instead of muddling along
  • At all levels of the company we have set up informal and formal feedbacks where we constantly improve as a company, as engineers and as humans.
• Responsibility instead of "not my job"
  • These points above lead us to expect that everyone always takes responsibility for their work, for the overall project and for the company.
    • E.g., there is no performance evaluation through "the boss". This is done through partly formalized feedback, which everyone can ask for from everyone else at any time.