Cloud-based business automation software
SciQuest (NASDAQ:SQI) is one of the leading pure-play providers of cloud-based business automation solutions for spend management – offering deep domain knowledge and a leading, customer-driven portfolio. SciQuest solutions enable greater visibility and compliance organization-wide to help you gain control, optimize efficiencies and reduce spend. These cloud-based solutions are easier to implement and proven to deliver measurable, sustainable value with SciQuest’s high-touch support, analysis and automation.
Develop and implement the world's best cloud-based business automation software to help our customers turn spending into savings. By delivering the best possible product, we strive to achieve our growth goals while striking the perfect balance between employee engagement, customer satisfaction, and shareholder value.
To be the number one cloud-based business automation solution provider in the world.
The Power of Q
At SciQuest, we put the customer at the center of everything we do in the procurement industry. It empowers our customers to ask the tough questions to ensure they get the most from their cloud-based business automation solution. It’s a commitment to giving you more than a solution; We develop strategic partnerships with our customers to help them achieve real dollar savings and exceed their strategic potential, from procure-to-pay. We have a customer success framework that sets us apart from every other Software-as-a-Service (SaaS) company. With our customers, we are committed to:
- Represent our capabilities honestly.
- Define our expectations clearly.
- Communicate our concerns openly.
- Resolve our issues expeditiously.
- Meet our obligations efficiently.
- Celebrate our successes publicly.
Principles we live by
Have an "Open Kitchen"
Transparency is a key component of the relationships we have with our employee and investment communities, as well as our customers. Our first principle was inspired by an impromptu business dinner. After a full, productive day of meetings, a team ventured out to get something to eat. Restaurants were packed. Tables were full. Except one. They found a table at an Italian restaurant that sat – literally – in the kitchen. It was a front row seat to the heart of the operation, the interaction between the chef and the servers, and all the details down to the cleanliness of the utensils. The experience was profound. An organization has to be proud of what goes on behind the scenes to be able to allow someone- especially a customer- to sit “in the kitchen.” Our product development work involves regular collaboration with customers to bring them into our world so we can be a better, stronger part of theirs.
Measure outputs, coach inputs
To win games, a basketball coach needs to work with his team on passing, free throws, and blocked shots. But what really matters? The final score. Many organizations focus on how many hours are put in to a project or how many “bugs” are fixed in a release. At SciQuest, these are all important pieces of our work, but what we really focus on are the “outputs.” How satisfied are customers with the latest release? How many customers were able to expand how the service they provide their own organizations with new features and products? By coaching smart, sustainable inputs, we can deliver the right outputs that will help us continue to build a great company.
First, the bad news
Everyone likes to talk about the good stuff. And for good reason. Success should be acknowledged, celebrated and enjoyed. But often times, we learn more about ourselves and how we can improve from the bad news. At SciQuest, it’s ok to first share the bad news. That way we can focus early on what we can do to make things better.
Set the table
There are usually two kinds of conversations that happen in a working relationship. A reporting conversation (“I’m going to do this task by this date”), or a problem-solving conversation (“I’m not sure what to do and need help.”) At the beginning of this dialogue, however, it’s important to acknowledge any problems or concerns so everyone around the proverbial table has clear expectations and can work productively together.
Time of warning = time of delay
This is critical in a project and team-oriented environment such as SciQuest. If you have a project that you know you’re going to miss by 30 days, give the delay a 30-day notice conversely a one week delay warrants a one week notice. By looking ahead and with ample notice, we can work to get additional resources or change dynamics of the project so we can all get to the common goal. And that benefits the entire team.
Feedback is a gift
Of all of these principles, this is the one heard most around SciQuest offices. If someone is willing to take the time and effort to provide feedback (because let’s be honest, sometimes it’s more difficult to give than receive), then take it as a gift. You may not agree with it, you may not like it, and the recommendations may never see the light of day. But, remember to say “thank you” and appreciate their time. Employees are also encouraged to seek out mentors who can provide feedback on a regular basis. Sometimes what you think you’re doing and what the outside world sees you doing aren’t in sync. Getting this perspective in the form of feedback from a trusted mentor can truly be a gift.
Lead or be led
We believe everyone has the opportunity to take ownership of our success and drive the business forward. You don’t need to be in a management role to be a leader at SciQuest. Even our very own CEO, Steve Wiehe, looks to his team’s areas of expertise to tell him what he needs to do to build a world-class organization. However, the contributions and support of those who chose to be led are invaluable and necessary for us to achieve our common goals.
Deal in facts... “seek the truth"
All of our opinions matter. But before we make business decisions based on opinions, let’s look at the facts. What data do we have right now? What truth is there in a situation? If we can agree on facts of the situation, we can make better decisions for our company. Once we have all of these points on the table, we can form our opinions based on the facts to move forward.
Focus on defining the problem; it should be 95% of the effort
Problems cause dissidence inside our heads. They make us scared or worried. So when faced with a problem, of course we want to get as far away from it as possible. But when an organization is quick to just find a solution everyone can run to, they often discover that it’s not the right one. And then they have to do it again. And again. And sometimes again. By focusing more time and thought on the problem as it stands, the solution can be easier to find. And much more likely to be right the first time.
It's okay to call time out
If asked for something you don’t know the answer to, it’s ok to call time out. It’s ok to say you need an hour, three hours, or even a day to gather the right information. When working in details, sometimes it’s easy to get lost in them. Rather than getting lost in this void of not knowing but pretending you do (we’ve all been there), it’s ok to say, “I don’t know, ” and take the time to get the information you need. People will respect you more for it.
Focus on the journey, not the destination
Did our leadership think in 2004 that the company would go public in 2010? No. But by focusing on every step along the way, the opportunity presented itself. Work on the best possible today. Focus on developing great technology, making customers happy, building a culture where employees can thrive. From there, the destination will take care of itself. And it will be a better place for everyone.
Trust and respect, key ingredients in success
When you join the SciQuest team, trust and respect are given on day one. You got it. It’s yours. Keeping the trust and respect for colleagues front of mind in your day-to-day work, will filter through to our customers and communities. It makes for a better work environment and helps us all be successful.