Many people consider the purpose of a company to be something static and set at birth, or changing only very rarely. The truth is, the purpose of a company evolves as the founders and the company evolve[footnote]Additional complexity: the purpose of a company can be multi-faceted... it doesn&
One of the characteristics of open cultures is transparency, which is, in my opinion, a cornerstone necessity for trust to exist. One of the ways that this transparency is expressed is salary transparency. However, what I've noticed frequently happen and be masqueraded as transparency is a kind of
Leo Widrich, cofounder of Buffer, shares, via this Zapiers article by Fred Bauters, six steps to getting to an open culture. In summary: 1. Check yourself: are you personally transparent? 2. Be sure other company values are in place 3. Hire with transparency in mind 4. Start slow and steady
Here's an interesting article by Jeff Lonsdale about what he calls the "fungible worker". Jeff examines some of the old arguments about whether technology spells the end of the human worker, whether it will drive everyone out of work, etc. He dismisses the classic Luddite argument
On this glorious first week of the year, it is worth considering who it is that won the day yesterday, in the 11e Arrondissement in France, so that we may stop them from winning the days and weeks and months and years and decades ahead, or at the very least
Summary: * This is almost a boring, clichéed, cheesy idea these days, that your beliefs have power. But it's a powerful idea. * Obviously beliefs don't drive everything. If you get hit by a bus or run over by a train, no matter how much you may believe
