A Quote by Leah Busque
Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.
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Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.
Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.
People see rock and roll as, as youth culture, and when youth culture becomes monopolised by big business, what are the youth to do? Do you, do you have any idea?
I think we should destroy the bogus capitalist process that is destroying youth culture.
Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.
When I started my company, many people said I shouldn't launch it as a retail concept because it was too big a risk. They told me to launch as a wholesaler to test the waters - because that was the traditional way.
To have a healthy culture, you have to have stable health care financing and stable arts financing and stable sports financing, and if you don't have that, your culture becomes a parking lot.
Since the 1960s, mainstream media has searched out and co-opted the most authentic things it could find in youth culture, whether that was psychedelic culture, anti-war culture, blue jeans culture. Eventually heavy metal culture, rap culture, electronica - they'll look for it and then market it back to kids at the mall.
Conscious business.. business that is conscious of inner and outer worlds.. would therefore be business that takes into account body, mind, and spirit in self, culture, and nature. Put differently, conscious business would be mindful of the way that the spectrum of consciousness operates in the Big Three worlds of self and culture and nature.
There is a feeling within our system that defence equipment can't be made here and should be imported. I wanted to break this myth, so we spent our money and made a product to prove we have capability in this country, so don't just brush us aside.
Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.
Climbing has so much more culture than all other activities put together. There is no culture in tennis, just a few names, a few dates. No big culture in soccer. But we have thousands of books, great philosophers, thinkers, painters.
So my advice to startups in this particular category is if you’re going to put your product in beta - put your business model in beta with it. Far too often we are too product focused and not business-model focused. That’s one thing I definitely would have done differently with JotSpot.
In the Washington soft money game, big business and big labor are accomplices working together to protect the mushy middle of big government, with plenty of special interest plums: Big unions get big spending and big business gets corporate welfare and special tax breaks - all at the expense of average Americans.
The dominant culture in most big companies demands punishment for a mistake, no matter how useful, small, invisible.
Startups are rapidly changing systems. If you use an annual review cycle, you aren't getting feedback at the same pace that you need to adapt and change the business.
Look what is happening in the world - we are being conditioned by society, by the culture we live in, and that culture is the product of man. There is nothing holy, or divine, or eternal about culture.
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