Teams should be empowered to deliver maximum value and optimize for the final goal. This means feeling safe to trigger a necessary change in the heat of the moment, even though that disruption may have a domino impact on some future plans. The Philosophy here is that in hindsight, professional teams are best placed at adapting to sudden challenges. “Ask for forgiveness later” is justified when teams are connected to stakeholders and have context of moving sliders.

Neelix journal works as a tool for capturing and signaling real experiences in the form of asynchronous communication. All functional modules in Neelix feed real-time infographics. 

Teams can operate as fast as they can, while champions of change and leaders can inspect the patterns of what is really happening. 

Neelix infogaphics can be filtered by:

• Teams and groups of people
• Experience categories
• Activities
• Impact weight
• Persons tagged on experiences
• Time span

People already have too many tools. Communications are  a domain of Slack, Microsoft Teams, Zoom, etc. Tasking is the domain of Atlassian Jira, Azure Dev Ops, Monday, Asana, etc.

It is important to stay out of the way.

Neelix Platform currently supports integration with

• Slack
• Microsoft Teams

No technology can solve inherently human problems. The biggest challenge with engagement is the time lag, psychological safety and authenticity.

In addition to analytical and signaling capabilities, the Neelix journal uses humor (via built-in Giphy) and provides the ability to create a vibes board for a specific team. Go beyond patting on the back, thanks. In Neelix you can configure your own themes that deal with negative experiences as well. 

For instance, the "Technology Debt Victim" category on the board can provide a dimension of human and personal impact: people can be tagged on experiences where some system or process failure resulted in someone carrying extra weight. 

Systemic transparency that does not shy away from dealing with persistent problems, builds trust and maturity. This applies to individual teams and culturally across the organization.

Professional and empowered teams, who have been given sufficient steering context, will always make correct on the fly adjustments. In hindsight, such freedom and ability to adjust will protect the final goal. Having to ask for forgiveness upfront stifles optimisation and innovation. 

Team journal is provides measurable data points to stakeholders, whilst allowing the team to adapt and run fast.