JML principles

The most important thing for service-oriented companies (and we, as well as other transportation companies, belong to this category) is to provide a set of services that satisfy customers. But it is important to do this not at any price, but within the framework of our existence in a moral and ethical field in relation to both the client and employees. This is what we can call the mission of Jam Modern Logistic.

Speaking about the moral and ethical field, I would like to emphasize three fundamental principles on which we build our work.

The first thing that distinguishes our company from many others is its horizontal management structure. We have no vertical power structure, no “superior-subordinate” relationships in their traditional form. There are few companies in Russia with the same management style as ours. This approach is more characteristic of creative teams and IT companies. In the transportation and manufacturing sectors, there are only a few like us.

I believe that the main task of a manager is not to organize work by the carrot and stick method, but to establish processes and form internal relations. We are all different, we all have our own strengths and weaknesses, certain personal characteristics. We try to find for each person the place where he can be as effective as possible for the common cause, while experiencing satisfaction from his work. A person should be engaged in the work he/she is attracted to, do what he/she knows and understands. Then the horizontal management style will be effective. When this principle is not observed, and a person is a cog in a big machine, then this cog can be driven to the right place with a hammer. But it is obvious to us that such a mechanism will not work effectively in the long term.

In addition, we have experience of working in a vertically-oriented structure. Before we formed Jam Modern Logistic, we worked in a very large corporation and saw from the inside how this system works, how inefficient, cumbersome and sometimes powerless the vertical power structure can be. We had to witness internal strife in the company, power struggles, hostility between colleagues. All of this was so alien to us that we decided to reject it in the new company we created. And considering that the founder of our company is fond of music, jazz in particular, it becomes clear why we stand out among our competitors: we are a transportation company founded on the principle of a creative team. Hence, our name: “Jam Modern Logistic” is derived from jam session - a musical session when different independent musicians get together and improvise. At the same time, each of them brings his own individuality, his own personality to the general harmony.

Thanks to our horizontal structure, we are quicker to make decisions, react faster to market changes and, consequently, adapt faster to the client's needs. We are not hampered by unnecessary bureaucratic delays, which are inherent in large companies.

It is important to note that this management style allows us to grow. Now we are a medium-sized business, but we are already close to a large one in terms of volume. By the way, there are examples in world business practice which show that the use of the horizontal management style is possible in very large companies.

The second most important principle on which we base our work is building an atmosphere of trust and respect within the team. There are studies confirming the effectiveness of societies with a high level of trust. Based on our experience, we are ready to confirm that it really works. Moreover, we use the same principle of relationships in our work with clients.

From the very beginning we have a friendly family policy in the company, without total control. When a person feels a benevolent attitude to himself, he feels comfortable, safe, and can unashamedly voice his ideas, as well as share his doubts and fears. A manager at any level can be approached by absolutely any employee.

The climate in the team is set from above: if the manager broadcasts the attitude of mutual trust and treats each team member with respect, this behavioral pattern will be supported by all employees.

The third basis on which we rely in our activities is result-orientation. We all work for one common result, and everyone in the team gets their bonuses from this result. We know our goals and move together in a given direction.

These three principles - horizontal management style, mutual trust and result-orientation - are what make us a team and allow us to stand firmly on our feet and develop even in unstable, crisis times.