Values & Principles · Banno Docs

Engineering Values & Principles

Sit up straight, be considerate, remember all the things you learned in kindergarten.

Diversity, equality, and inclusion are important to us because people matter. Everyone is first class.
We show empathy for others when we recognize lived experiences, perspectives, and backgrounds. We assume, first, that people are doing their best and acting in the best interest of themselves, others, and the organization.
We value constructive feedback. Giving and receiving feedback is not always easy, but it is essential to maintain healthy relationships, keeps us on track, and promotes personal and professional growth.

An organization is propelled forward by the personal and professional growth of its people.

Engineers are intellectually curious by nature. Growth is a necessity in our ever-competitive industry. Continuous learning, the constant expansion of skills and knowledge, satisfies curiosity and is essential to remain competitive in business. Furthermore, continuous learning is an essential characteristic in promoting personal and professional growth.
We strive to maintain a healthy culture of learning within Jack Henry Digital. We support and encourage individual and group efforts that promote shared learning and knowledge acquisition.
We learn and practice self-awareness because when we see ourselves clearly we communicate better, are more creative, and are more effective and successful. Self-awareness is a skill that does not come naturally. It must be developed.

We are more successful working together as a group than as a collection of individuals.

We strive to communicate proactively and listen actively in the interest of a free exchange of ideas, which is necessary for creativity and collaboration towards a common goal.
We each operate within our own circle of competence. A person’s circle can shift and grow, but it is important to understand your own circle, operate within it, and trust those whose circle of competence encompasses areas that yours does not.
We acknowledge that there are often multiple paths forward, each with their own advantages and disadvantages. In cases where there is no consensus, we choose to disagree and commit to a path forward after all opinions and options are shared and considered.
The organization chart is not a map of how or whom to communicate with. To focus on results, we are encouraged and expected to communicate directly with the teams or people we can help or we need help from.
As a primarily remote organization, to be most effective we must be able to work together asynchronously when possible and synchronously when necessary. This necessitates a written culture as a fundamental way to be successful.

A great customer experience begins by taking care of the things we own.

We prefer a bias for action over analysis. If you have considered the most likely positive and negative outcomes and understand the risks, then take action.
We hold ourselves accountable to ourselves, our team, and the organization to get things done by having clearly defined and achievable goals and plans for achieving them. When situations change or plans fall apart, we communicate those changes, adapt our plans, and continue.
We do not see teams as a hierarchy but rather as a flat circle that is effective only when each member of the team completes the circle.
We understand that perfection is the enemy of progress. By having clearly defined goals and plans we are able to recognize when good is enough.
We are proactive, deliberate, and transparent in problem solving, communication and taking action. These qualities are necessary for a team and an organization to plan, adjust, and make progress towards its goals.