Approach
How we work
from a thesis to something people rely on.
An innovation company is judged by what survives contact with the people it was built for. Every division at iSYNCSO walks the same path to get there, under the same rules, and is judged the same way: by what changes for the people it was built for.
01 · The path
Five stages, walked in order.
No division skips a stage, and none is announced before it has earned one. Here is each of them, and where each division is working today.
01
Name the gap
A structural shift, people it lands on who are underserved, and an edge we can build within three years.
02
Go where it lands
Field work with the people affected, before any product assumption is made.
03
Build the instrument
The first tools, on the bench, tested against what the field showed.
04
Pilot
Small, measured pilots with the people it is for.
05
Live
Open to the people it is for, and judged on what they can do with it.
01Name the gap
02Go where it lands
03Build the instrument
04Pilot
05Live
- Hyves
Live at hyves.me
Stage 5 of 5 · Live
- Hangar
Taking projects
Stage 5 of 5 · Live
- Raven
Field research; early prototypes in build
Stage 2 of 5 · Go where it lands
- Hyve Foundation
Model set; looking for its first partners
Stage 2 of 5 · Go where it lands
02 · Deciding
What has to be true before we start.
Four things, every time. If one of them is missing we do not start, however interesting the problem is.
The shift is structural
Not a news cycle. It changes how a whole kind of work is done.
The people it lands on are underserved
The market building the wave is not building for them.
We can build an edge within three years
Technology gives us a real advantage within thirty-six months, or we wait.
We can name who ends up more capable
A person who can do more, not a process that merely ends up cheaper.
03 · Measuring
Each division has one test of whether it works.
Not activity, and not attention. The test is always a change in what the people it is for can do.
Hyves
Whether a team opens accounts with a business case that holds up, instead of working a list.
Raven
Time saved on the job, rework avoided, and what apprentices learn faster.
Hyve Foundation
Devices still in use a year on, learners on a direction, and people working in the fields a place was short of.
Hangar
A team that can run what it built without us.
04 · Governing
The rules we hold our own systems to.
Machines absorb the labor; people keep the judgment. In practice that comes down to five rules. Hyves follows them today, and every division after it is built to them.
People decide how far a system acts on its own
In Hyves, every account runs in a send mode its team chooses: approve every message, approve the first, or let it run inside set limits.
Every step is written down
The agent working an account logs each step it decides on, and why.
Someone else’s system waits for a person
A change to a system a team already runs goes through an approval, never around it.
Evidence before action
Research quotes its evidence. A business case with nothing behind it stays empty; it is never filled in.
Built and hosted in the EU
Hyves runs on EU infrastructure and keeps customer workspace data in the EU. Where a provider sits outside the EU, it works under a data processing agreement.
05 · Announcing
We announce late.
Things are announced when they work, not when they are planned. Raven stays unannounced by design until it survives a job site. The foundation says it is being built until its first programs run. The newsroom carries what has happened, never what might.
An announcement from us is a statement that something is true. That is the only way a newsroom stays worth reading.