The Toronto Star had a great article on Plasticity and Fibernetics in their November 11, 2014, edition. Outlining how Plasticity is changing corporate culture for the better with their Plasticity App, titled Workplace happiness? There’s an app for that, the article documents how adopting the App at Fibernetics has improved the workplace environment, and as a result positively impacted the business.
The story of how Plasticity became a part of Fibernetics Ventures is a cool one. Fibernetics president John Stix came to a realization early in 2014 that the company that he co-founded could benefit from an energy injection. Having just celebrated its tenth year in existence, John noticed that the entrepreneurial spark in the corporate headquarters that had defined the company previously was fading.
Start-up energy is good energy and so he decided to educate himself on how to boost the corporate culture at Fibernetics. That led him to Plasticity, a local start-up that was making great inroads in improving employee engagement and enthusiasm. Meeting with Jim and Jennifer Moss confirmed for John that they “get it” when it comes to making a good workplace great.
He signed Fibernetics on with Plasticity as a client, and as the months went on and John saw the results – a dramatic lift in sales and employee happiness and engagement – the companies leadership decided to invest in the company and signed them up for Fibernetics Ventures, the corporations’ own in-house incubator.
The classic story of “he liked the company so much he bought (a portion of) it.”
Of late, both Plasticity and Fibernetics are receiving substantial press attention due to their mutual success, most recently today in the Toronto Star.
Overall the article is a balanced take on both Plasticity and Fibernetics, however there are a couple of points in the article that are downright inaccurate.
Here’s the portion we would like to address:
When growth began stagnating at the telecommunications firm, president John Stix noted some unhappy truths at his headquarters in Waterloo: employees seemed de-motivated, and customers were complaining about service. He realized that change was needed, in short order.
Fibernetics growth has been consistently outstanding since the day we opened the doors in 2003 and 2014 was already shaping up to be our best year ever.
Second, the choice of word, “de-motivated.” That implies that there was a negative work environment at Fibernetics and that just wasn’t the case. The team at Fibernetics are a dynamic group of telecom professionals dedicated to providing our customer with high quality products and services, and have been throughout our 10 year history. What John wanted to do with his culture initiatives was to raise everyone’s game because he saw happy and engaged employees as both a better way to come to the office every day, but also as a business opportunity.
Finally, the article states that John decided to address the corporate culture because “customers were complaining about service.”
Fibernetics has prided itself for years on its customer service of both of its principle brands, NEWT and Worldline. What John was looking for was to establish in the company that improving corporate culture was everyone’s responsibility. That having a thoroughly positive workplace environment would help to take our overall customer service to another level – one not seen in Canadian Telecom.
It’s never a good idea to pick a fight with someone that buys ink by the barrel, however the article, while otherwise excellent, was just wrong on those small points.
Nitpicky? Maybe, but when it comes to Fibernetics, the pride we hold in the company just couldn’t let them slide.
Thanks to Plasticity and the Toronto Star for this otherwise terrific article. It’s a tremendous piece on what we are collectively doing to make Fibernetics a great place to work, and an even better service provider for our customers.
Please read the entire article on the Toronto Star.by