In August 2023, Tribes achieved ISO 27001 certification. The process was long and involved significant changes to the way we operate. Our thinking was sometimes stretched, and we faced many challenging moments. The process helped us grow as a business. It influenced how we think about our operations, aligning with a higher purpose – in this case, achieving data security to a globally recognised standard. The journey opened our eyes to better working methods, making it a valuable learning experience. Completing the certification was monumental, delivering a real sense of achievement and pride in how Tribes operate now.
Our Founder has often mentioned B-Corp casually and suggested we explore it next. Armed with our experience of attaining a challenging certification and boosted confidence, we began our exploration of the B-Corp assessment.
Just as with the ISO, we quickly grasped the magnitude of the task. This was not just a basic form, nor merely about compliance and ticking boxes. The more we researched, the clearer it became that this was an invitation to a transformative journey that would require a profound change deep within our organisational and company mindset.
It’s important to address the obvious question of why we are doing this. What are we hoping to achieve? Many cynics would assume it’s a marketing ploy and a clever ruse to attract more business.
However, green issues are current, and numerous examples exist of inequality among our global neighbours. But for us, there is more to this, and I think it’s also important to recognise that a significant part of our executive identity lies in being parents. Each senior team member at Tribes has young children, and beyond being business professionals with aspirations, we are a tribe of parents with responsibility to our children and their future. We also have a growing global family of workers at Tribes.
In addition to this, early in our Tribes Journey, our core team felt something special was unfolding. This was evident from the large number of developers choosing to join us and the clients who provided positive feedback. Moreover, we were struck by the trust and commitment of some remarkably successful businesspeople who believed in our model and were willing to join us.
When looking at B-Corp, the questions prompt introspection and ideas for organisational improvement. Given the circumstances mentioned here, they inspire us, and the deeper we engage, the more we recognise the potential value of doing this.
Above all, as we delve deeper and deeper into what’s required for B-Corp status, ideas have been ignited in us that touch on a deeper sense of fulfilment that purely making a profit can offer. What has transpired during the process is that we have been profoundly affected by what B-Corp has ignited within us. Simply starting the B-Corp assessment and its probing questions, and the issues it’s brought to light, has kindled something that we see could be quite special if we get it right.
Fuzzy, warm feelings of renewed purpose and opportunity aside, we already know the Tribes Model is low-impact due to having no offices and is based on remote working. We provide access for clients to hire developers from across the globe, and our studio teams are globally distributed and inherently diverse.
So, we initially believed that we could achieve the B-Corp certification relatively easily. It certainly felt like a viable option. However, this confident seam waned as a few pennies dropped. The sections on Governance prompted reflection and a deep dive into concepts like mission lock. The realisation dawned that becoming a B-Corp means embedding a transformative way of working. This concept took time to sink in, evolving from surprise to interest to contemplation. As we processed, we grew increasingly excited about the potential of what Tribes could become.
Drawing from our CTO’s systematic approach to ISO, we’ve started creating internal documentation. This includes a list of important questions we must address, our target responses, and the necessary actions to achieve them.
The list is huge and not a small feat by any measure.
So far, we’ve already implemented tangible changes beginning to influence our operations. For instance, we’ve introduced a Corporate travel policy that involves how, when, and why we sign off travel for our team. We’ve established and documented team-facing waste and energy reduction techniques for our remote developers. We’ve increased the scope of our Green Impact Policy. We are exploring new training programmes, mentoring models, diversity initiatives that start with monitoring and quantifying our team, and even a possible healthcare model for our team. This is a work in progress, with much more to do.
Though we have a journey ahead, we’re excited by the progress so far. We feel that Tribes has evolved in ways previously unthought of thanks to B Lab’s assessment journey.
We’re proud of these changes and are eager to delve deeper. We appreciate the B-Corp process as comprehensive purpose-driven, and will be hard to achieve.
Of course, not every B-Corp journey results in certification. Knowing this, we’ve decided to document our progress transparently. At Tribes, we’ve always believed in potential. With B-Lab’s guidance, our vision is becoming clearer and evolving. It’s shown us that we can be more than just a service to our customers; we can also become a tribe for the greater good. We will be continuing to document our Journey to B-Corp here.
David Elkabas
Managing Director
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