How Too Many Rules at Work Keep You from Getting Things Done. David Burkus: Why you should know how much your coworkers get paid. Supercell's CEO reveals the culture he built to produce a £2.5 billion company in 2 years. What My Three Years At Netflix Taught Me About Scaling A Startup. I joined Netflix at the beginning of 2011, just as the company was making the transition from operating in the data center to the public cloud.
My job was to help build out Netflix's cloud platform and manage streaming operations. When Transparency Meets Inconsistency. I’ve been fortunate to have many great mentors over the years, and as a result I try to spend a lot of time helping other founders.
When Buffer was going all the way with our self-management experiment, I was meeting weekly with someone who championed this concept within her company and successfully got the team started in this direction. After several chats, Buffer hit a key phase of growth and I wasn’t able to connect with her for some months. During that same time, we were undergoing a big change in direction back toward more structure and reintroducing some hierarchy at Buffer. About a month ago, I reached out to her and said, “We should talk again about self-management.”
When All Employees Feel Empowered, the Entire Organization Benefits. “I was raised to treat the janitor with the same respect as the CEO.”
That quote was from Janelle Monae at the recent BET awards ceremony, in which she thanked her parents — the two of them were cleaning and sanitary workers — for her upbringing and thriving music career. More surprising was that Monae knew the cleaning industry first-hand; before launching her music career, Monae herself had worked as a maid. This quote gave me pause, and a smile. It caused me to think of the quote attributed to Albert Einstein: I speak to everyone the same way whether he is the garbage man or the president of the university.” Slideshare. The Netflix Inc. guide to culture (Analysis) Making the rounds this week is this slidedeck apparently put together by Netflix upper management about their culture.
11 Impact You accomplish amazing. Creating a Company Culture that Thrills Customers at WP Engine. Michail Katkoff's Blog - 7 Characteristics of a Successful Game Studio. The following blog post, unless otherwise noted, was written by a member of Gamasutra’s community.
The thoughts and opinions expressed are those of the writer and not Gamasutra or its parent company. Some of you have likely read Ed Catmull’s Creativity, Inc. The book dives into the creative process at Pixar and describes how the studio managed their creativity, which resulted in a seemingly endless string of blockbuster movies, and it provides insight into how Pixar maintained its creativity throughout tremendous growth.
Reading the book had me reflecting on my own experience in game development, and pondering why some studios fare better than others, despite having fewer resources. Now don’t get me wrong. So, what makes for a successful game studio that’s able to ship quality games and sustain itself in a competitive industry? Large teams create middle management. For a couple reasons, ambitious team sizes actually slow down the development instead of speeding up the progress. Our Leadership Principles. 5 Project Management Lessons From Great Business Leaders. The tech industry is a constantly evolving reminder that truth is often stranger than fiction.
Amazing success, heartbreaking failures and everything in between—the tech industry has it all. Far more important than drama, intrigue or just another interesting story are the lessons that project managers can learn from industry giants. Steve Jobs, Bill Gates, Richard Branson and countless others provide valuable lessons and insights into what it takes to not only succeed, but thrive, as a project manager. Let’s take a look at five of the most important lessons you can learn from these titans of industry. Steve Jobs Few would argue Jobs’ place in the pages of business history. Microsoft (Yes, Microsoft) Has a Far-Out Vision.
Photo Last June, in the basement of the Microsoft visitor center in Redmond, Wash., Todd Holmdahl, a Microsoft hardware guru, and others nervously walked Satya Nadella, the new chief executive, through a demonstration of a secret project.
3 Things You Should Look For in Employees. I’ve often been asked what I look for in employees — not an unusual question.
The answer could get long and drawn out, too. I’ve dealt with hundreds of employees over the years I’ve run my business and, if asked, I can say a lot about it. What I’m looking for in an employee boils down to these three things: 1. Tell Me the Truth — Always — And Fast. Defining Strategy, Implementation, and Execution. It is striking how much confusion there is between strategy, implementation, and execution.
Is “strategy” a matter of making choices about where we want to go, where we play and how we win, of setting goals and actions, about how we create and capture economic value over time? Does it include creating solutions to unforeseen problems and running with unexpected opportunities? Is “getting things done” what we mean by implementation or execution? Can You and Your Organization Truly Handle Transparency? A recent article in the Orlando Sentinel caught my attention.
It reports that a leasing company has stopped the process of making tenants agree in the lease to not post bad social media reviews, at the penalty of $10,000. Wow! 35 Best Quotes from Management 3.0 #Workout - NOOP.NL. Foundation Capital Startup Stories: Netflix. Supercell's CEO reveals the culture he built to produce a £2.5 billion company in 2 years. "The best people make the best games," says Ilkka Paananen, founder of Finnish gaming startup Supercell. "It sounds simple and perhaps naive, but if you truly believe it then the only thing that matters is getting those people and creating the best possible environment so they stay.
" The Transparency Movement: Why It's Important. For most business owners, the thought of telling the world all of your financials is intensely frightening. The prospect of the whole world seeing and analyzing your every business move is enough to put even the most seasoned entrepreneurs in the corner crying. But as we’ve seen with companies like Buffer, that sort of transparency and openness is becoming less and less of an outlier. +1 to Leadership — The Culture I Bring With Me. Riot's secret sauce: People. Somewhere in the past few years, League of Legends went from being an upstart free-to-play disrupting the industry to being the establishment. It's coming up on four years now since Tencent bought a majority stake in developer Riot Games. Earlier this year, Riot Games co-founders Marc Merrill and Brandon Beck received the Game Developers Choice Pioneer Award for their contributions to the eSports scene. We've not only hit the point where deep pocketed publishers have rushed to copy League of Legends' success in the MOBA genre, we've hit the point where those imitators have been conceived, spent a year and a half in beta, and been canned because they just don't capture the "secret sauce" of the original.
That secret sauce was the subject of Beck's keynote address at the Montreal International Game Summit today. More specifically, Beck wanted to talk about the myth of the secret sauce. How We're Working Without Managers at Buffer. About 3 months ago, we made a very exciting change at Buffer. Upon exploring our current setup as a company, and after Joel’s discovery of a truly transformative book titled Reinventing Organizations, we decided that we wanted to reinvent Buffer taking some inspiration from the book. At its core, we’ve switched to a fully self-managed, self-organized team. Practices, Principles, Values. Claude Onesta : « Déléguer, ce n'est pas perdre son autorité, c'est libérer les énergies » How Google Works. What Peter Drucker Knew About 2020 - Rick Wartzman.
By Rick Wartzman | 11:00 AM October 16, 2014 When PwC released its annual survey of corporate chief executives for 2014, it was immediately obvious that change is on leaders’ brains: “As CEOs plan their strategies to take advantage of transformational shifts,” the consultancy reported, “they are also assessing their current capabilities – and finding that everything is fair game for reinvention.” How Great Leaders Motivate Their Teams. How A Company's Founder Steered Its Culture Back On Course.
In 2011, Jeffrey Glazer was handed a rare opportunity: the chance to once again lead the company he had founded 26 years earlier. His firm Insurity, whose software processes premiums for property and casualty insurers, had changed owners three times since 1994. Like a parent whose wayward adult child moves back home, Glazer saw things he didn’t like. Its 500 employees were too focused on pleasing their bosses. The Google Way of Attacking Problems. Why we have a core value of transparency at our startup, and why the reasons don't matter.
Open Salaries at Buffer: Our Transparent Formula and All Our Salaries. UPDATE November 25, 2015: We have a brand-new salary formula and an updated, searchable list of all our salaries. On Integrity: Pixar vs Innovator. Transparency: good for building trust and strengthening the team. Just Be Nice? No, Thanks! Rogerschwarzassociates.poweredbyeden.com/files/106/8407.pdf. 8 Rules For Creating A Passionate Work Culture. Several years ago I was in the Thomson Building in Toronto. How to assess your organization culture in one question. A Critique of “Don’t Fuck Up The Culture” How to Cultivate the Culture That Makes Your Company Succeed. "Corporate culture" calls to mind two extremes. Why Culture Always Wins (An Excerpt from The Year Without Pants) Don’t Fuck Up the Culture — Working Life.