A Quote by Brian Chesky

The stronger the culture, the less corporate process a company needs. When the culture is strong, you can trust everyone to do the right thing. People can be independent and autonomous. They can be entrepreneurial.
There is no one, right way to design or develop anything. To a large degree, it needs to reflect the culture? - ?especially the innovation culture? - ?of a company.
When I was training in medicine for example, there was a culture in medicine that strong people didn't need sleep, that the less you slept, the more you just powered through a tough call not on no sleep, the stronger you were. That is not helpful to have a culture that supports healthy practices like that.
A sour corporate culture can actually make an entire society unhappy. This means that a strong corporate culture can have a positive impact on a society.
Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
The stronger a culture, the less it fears the radical fringe. The more paranoid and precarious a culture, the less tolerance it offers.
Innovation in an existing company is not just the sum of great technology, key acquisitions, or smart people. Corporate innovation needs a culture that matches and supports it.
You don't have to become an investment banker as a way of demonstrating that education has worked for you. But librarians have to believe in the values of high culture. Not just high culture but middle culture, low culture, kinds of exciting eye-catching crap of all kinds. Everyone needs that.
...culture is useless unless it is constantly challenged by counter culture. People create culture; culture creates people. It is a two-way street. When people hide behind a culture, you know that's a dead culture.
Culture, which by definition serves no purpose, has now found a role as the consort of business. Right off the bat we have a beached whale, since there is nothing that disdains culture as much as business does. ... In fact, 'corporate culture' is nothing more than the crystallization of the stupidity of a group of people at a given moment.
There's no such thing as a good or bad culture, it's either a strong or weak culture. And a good culture for somebody else may not be a good culture for you.
You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.
I think it's particularly a distinctively American concept that resonates with American culture through biker culture. A motorcycle is an independent thing. You're like, 'I don't want to ride in a car with this person. I want to be independent and ride by myself. But, let's ride in a group. Let's be independent, together.'
If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with.
A leadership culture is one where everyone thinks like an owner, a CEO or a managing director. It's one where everyone is entrepreneurial and proactive.
Well, for one thing, the culture we have does not make people feel good about themselves. We're teaching the wrong things. And you have to be strong enough to say if the culture doesn't work, don't buy it. Create your own. Most people can't do it.
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