Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
For Digital 22, the Culture Code defines what we believe in, what we do and how we work with people internally and externally. It's a way of formalising our DNA and the soul of the company so it becomes the backbone of how to act at work.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
For Digital 22, the Culture Code defines what we believe in, what we do and how we work with people internally and externally. It's a way of formalising our DNA and the soul of the company so it becomes the backbone of how to act at work.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
Telemedicine Clinic (TMC) is Europe’s leading teleradiology provider. TMC pioneered teleradiology services in Europe when it was founded in 2002 and has since become a vital partner for more than 100 radiology departments in Sweden, Denmark, Norway, UK, Spain and Germany. This year, our team of more than 120 highly specialised radiologists will report more than a quarter of a million cases, making a significant positive impact in the life of hospital staff and patients.
This is a book about our culture. About who we are, why we do what we do, and how we go about it. Our culture is the most precious asset our company has. In the long run, it will be our culture that determines our success. We need to preserve it and develop its strengths. We do not invent our culture with this book. We only document our existing culture and make it explicit. This book is a communication tool.
At the heart of our culture are our core purpose and our core values. Our core purpose reminds us why we are in this business. Our core values describe how we do things at TMC, the behaviours we need to consistently demonstrate in our daily work. We also explain the beliefs that lead us to hold and promote these specific values.
Common purpose and values create alignment, focus and help us make the right choices—in big and in small matters. All our decisions need to respect and reflect the philosophy expressed in this document.
We wrote this book for us, the team members of TMC. But we happily share our thoughts with clients, partners, vendors and people interested in working with us, hoping they hold us accountable to what we claim on these pages.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
We Are Ometrians - The Ometria Culture DeckOmetria
We Are Ometrians - The Ometria Culture Deck, describing who we are, what we stand for and the kind of people we want to join us - http://www.ometria.com
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
Telemedicine Clinic (TMC) is Europe’s leading teleradiology provider. TMC pioneered teleradiology services in Europe when it was founded in 2002 and has since become a vital partner for more than 100 radiology departments in Sweden, Denmark, Norway, UK, Spain and Germany. This year, our team of more than 120 highly specialised radiologists will report more than a quarter of a million cases, making a significant positive impact in the life of hospital staff and patients.
This is a book about our culture. About who we are, why we do what we do, and how we go about it. Our culture is the most precious asset our company has. In the long run, it will be our culture that determines our success. We need to preserve it and develop its strengths. We do not invent our culture with this book. We only document our existing culture and make it explicit. This book is a communication tool.
At the heart of our culture are our core purpose and our core values. Our core purpose reminds us why we are in this business. Our core values describe how we do things at TMC, the behaviours we need to consistently demonstrate in our daily work. We also explain the beliefs that lead us to hold and promote these specific values.
Common purpose and values create alignment, focus and help us make the right choices—in big and in small matters. All our decisions need to respect and reflect the philosophy expressed in this document.
We wrote this book for us, the team members of TMC. But we happily share our thoughts with clients, partners, vendors and people interested in working with us, hoping they hold us accountable to what we claim on these pages.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
We Are Ometrians - The Ometria Culture DeckOmetria
We Are Ometrians - The Ometria Culture Deck, describing who we are, what we stand for and the kind of people we want to join us - http://www.ometria.com
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
Presentation to Learning Pool 'Hit the North' event in Sheffield in November 2010. All about how L&D folk should see organisational change as an opportunity to position themselves as the best channel for internal comms and cultural change messages using social tech.
Creating a sustainable culture of high performancev8ValuesCentre
Leadership seminar with aAdvantage Consulting 10 September in Singapore. A shared presentation by Vincent Ho (aAdvantage) and Tor Eneroth (Barrett Values Centre).
Company Culture matters
-------------------------------------
It is widely acknowledged that a company’s culture is fundamental to employee engagement and fuels business results.
Definitions can be found in various publications and all over the internet, but they have one thing in common:
company culture, like any culture, is about the way things are done. It’s the rules and values, morals and ethics that
drive people to work together effectively and sustainably towards shared goals.
Company culture is part of what sustains our enthusiasm and engagement in our work. It’s the foundation of how we’ll respond to challenges or problems, and how we approach everything from customer service and sales, to finance and client meetings, to correspondence
and presentations, and beyond. It’s the bond that will unite team members when times are tough, and ignite
celebration when there are successes.
But what is the culture at Smartsalary all about? Lean processes, innovation, applying an agile methodology, engagement, policies, processes and day-to-day interactions all drive our culture. We consciously manage these aspects of our culture, all of which form the
basis of our strategy triangle.
Social media for b2b - Madhouse Associates seminarSmoking Gun PR
An overview presentation of the use of Social Media in B2B Marketing by www.smokinggunpr.co.uk for Madhouse Associates Seminar #MHSem. Contains stats, setting objectives, creating strategy measurement, top tips and examples.
This presentation represents the mission and culture of Palo Alto Software. It is who we are and who we aspire to be.
Inspired by the culture decks of Netflix and Hubspot, we created this deck to communicate that as a company, we:
1. Rely on data
2. Solve for the customer
3. Are transparent
4. Give our employees the autonomy to be awesome
5. Are picky about our peers
AES helps you believe in better. This presentation is part manifesto and part employee handbook. It’s about who we are, and what we aspire to become (and we continue to work hard to get there).
Who is BankVic? What is our culture? How do we do 'Banking with Heart'?
All credit and thanks for this great concept goes to Hubspot and their Culture Code.
Finding Charisma: The Secrets To Becoming Design OrientedKelsey Ruger
The phrase design-driven seems to be used a lot these days and companies everywhere are touting their “design-driven culture”. What does that mean? For a lot of companies it means having an awesome design team, simple user experiences or awe inspiring design. The reality is that these views couldn’t be further from the truth. Being design-driven means creating a culture that centers on people and drives a share understanding of what it takes to make your company truly lovable. In this session Kelsey Ruger will share insights on the steps you can take embrace design by systematically making it a part of your company’s culture. You’ll learn the critical components you will need to build and maintain a culture of design.
The rapid changes in the advertising industry may feel like the ad-pocalypse is upon us, but embracing the revolution and partnering with strategic thinkers can help connect brands to customers today and tomorrow.
With experience spanning 30 years, 40 countries, and 50 brands, Alexei Orlov has made life his business and business his life as a seasoned leader in Global Marketing. A proven specialist in global brand strategy, marketing deployment, and operational change management, Alexei’s passionate and dynamic leadership has been a driving force throughout his career. Alexei Orlov is Founder and Global CEO of mtm choice worldwide, a boutique network of skilled practitioners specialising in high-precision brand activation and media optimisation. Bolstered by market-enabling technologies, mtm agencies seek to help brands excel at the “moments that matter” for their customers and consumers. Take a look at his interview with IdeaMensch here!
A culture-powered strategy eats pretty much anything it wants - like the comp...PeopleFirm
Remember Peter Drucker's classic, "culture eats strategy for breakfast"? We think if you build a culture really tuned to today's business environment and optimized to support your strategic goals... well, together they will eat breakfast, lunch, dinner, and pretty much anything else in their path.
The real key to building a high-performing organization in today's economy is totally nailing your culture... as part of a high-powered partnership. Here's how - part three in the series.
Agile marketing, or why and how to increase your pace of learningFranky Athill
An illustrated presentation on why and how to increase the pace of learning to meet the exponentially increasing rate of change in the advertising, marketing and PR industries.
A presentation adapted from "The Startup of You" by Reid Hoffman and Ben Casnocha. I was the keynote presentation at the "Noche de las telecomunicaciones valencianas" meeting in Valencia, Spain.
Every day we move through dozens of spaces and places. We participate in lots of inter-personal interactions, conversations and (god help us) meetings. And we spend bursts of time working alone. But how much awareness do we bring to the spaces and places we inhabit while we're in them? How much intentionality do we bring to our inter-personal exchanges? How much creativity do we foster in our own solo working situations?
Often, not nearly enough. Focus is limited, attention is split, and opportunities are lost. This session will explore purpose-driven approaches to the places, people and situations we encounter every day. With an emphasis on how to be truly engaged in where we are, mindful of what we're doing and focused on helping creativity flourish.
See Patrick's full presentation description here:
http://www.webvisionsevent.com/session/be-here-now/
TechStars Talk on Organizational Health (Kyle Porter)SalesLoft
I gave this talk at FounderCon (the annual TechStars founder conference). It's entirely focused on organizational health: (core values, culture, meeting, rhythm, vision, mission, meetings, company pulse, sales development)
RetailOasis Big Breakfast: Garry Connell, CEO TrakRetailOasis
A presentation by Garry Connell from the RetailOasis Big Breakfast - talking about his time in New York City - his key observations from our Retail Tour and the National Retail Federation Big Breakfast.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. Culture is a set of shared behaviors,
symbols, systems, practices and norms.
What is
CULTURE? beliefs, values working language,
3. Once a culture has formed, it is hard to change.
Whether you plan for it or not.
And culture spreads. It is generational,
and is passed on to new employees.
Culture
HAPPENS.
4. IF YOU DON’T MANAGE
YOUR CULTURE, YOUR
CULTURE MANAGES
YOU.
5. The best organizations understand that
culture can be the most sustainable
source of competitive advantage.COMPETITIVE ADVANTAGE.
21. PROFIT.
Develop and operate each game we make profitably.
Balance creative appetite with business needs.
Re-invest profits for the long-term success of the business.
4.
22. THE 4 Ps SERVE AS THE
SHARED LENS
THROUGH WHICH WE
VIEW THE WORLD.
25. What makes someone a great person?
What makes someone great for Rocket Games?
But what are
GREAT
PEOPLE?
26. Great people are
diverse and complex.
3
But there are
traits in particular that we look for.
27. IMPACTFUL.
An impactful person gets stuff done.
An impactful person focuses on results.
An impactful person always finds a way.
Personality trait #1:
28. Despite famously acknowledging that
he “invented nothing new,”
Henry Ford’s undeniable impact
was far-ranging. By 1918, half of all cars
in America were Model Ts. At the same time,
Ford was a pioneer of
“welfare capitalism,”
doubling worker wages and introducing
the 40-hour week, making car
ownership accessible to factory workers.
He even had time to found the
Kingsford Company, making charcoal from
factory waste wood scrap, which to this
day enjoys 80% market share
in the US!
29. A humble person speaks of the “we,” not the “I.”
A humble person admits mistakes and learns from them.
A humble person shares the credit.
HUMBLE.
Personality trait #2:
30. If I have seen further than others,
it is by standing on
the shoulders of
GIANTS.
ISAAC NEWTON
31. A curious person pursues activities that improve body & mind.
A curious person takes smart risks.
A curious person is always asking “what if?”
CURIOUS.
Personality trait #3:
32. There are
KNOWN KNOWNS.
These are things we know that we know. There are
DONALD RUMSFELD
KNOWN UNKNOWNS.
That is to say, there are things we know we don’t know. But there are also
UNKNOWN UNKNOWNS.
There are things that we don’t know we don’t know.
43. In procedural work, the best are
2X
NETFLIX CULTURE DECK
better than the average.
In creative/inventive work, the best are
10X
44. Great people need to be empowered. And
empowerment means trust.
EMPOWERED.
TRUST.
45. TRUST
goes both ways.
For great people to reach their full potential,
you need to trust them 100%.
And they need to trust that you will allow them to
do their jobs. And remove obstacles in their way.
47. Recognize
some of
THESE?
Unnecessary meetings, too many
Arbitrary manager approvals, MVPs designed
Pointless policies, forms to fill in, TPS reports.
decision-makers, email justifications.
for execs instead of customers.
48. WE PREFER TO DO
WORK RATHER THAN
TALK (OR WRITE)
ABOUT IT.
49. If you could just go ahead
and do that
BILL LUMBERGH
from now on, that’d be great,
mmmkay?
50. Do the
RIGHT
THING.
That’s our only policy.
Do what’s best for the customer.
Do what’s best for the company.
Do what’s best for your team.
53. The more you
KNOW. We believe employees make the best decisions
when they have all the available information.
We believe employees feel more empowered
when they understand why we do what we do.
54. A lack of
TRANSPARENCY
DALAI LAMA
results in
DISTRUST
and a deep sense of
INSECURITY.
55. That is why we make pretty much every bit of
information about the company available to
everyone at the company.
INFORMATION AVAILABLE
68. I go to the past for research.
I need to know what came before so I can
BREAK THE RULES.
VERA WANG
69. “BEST
PRACTICES”
aren’t always
that.
Each product is unique. Each market is unique.
Understanding why something worked somewhere else
is much more important than imitating it.
Each team is unique.
70. He who stops being better
stops being
GOOD.
OLIVER CROMWELL
71. Only through continuous improvement at the
individual level can the entire organization
stay nimble enough to navigate change.
CONTINUOUS IMPROVEMENT
77. What does
LEANreally mean?
Lean software development is an adaptation of
lean manufacturing principles, based on the
It is designed to eliminate waste
Toyota Production System.
through continuous improvement.
79. Anything that does not add customer value is waste.
Unnecessary functionality is waste. Managerial overhead is waste.
Defects and lower quality are waste.
ELIMINATE WASTE.
Lean principle 1 of 7:
80. We hold regular retrospectives to identify and
eliminate waste from our processes, in order
to continually improve the products we put in
the hands of our customers.
Lean principle 1 of 7:
ELIMINATE WASTE.
81. Minimum viable product Unnecessary functionality = waste*
*Sure, it is sweet, sweet waste. But waste nonetheless.
82. AMPLIFY LEARNING.
Development is a journey in discovery to see what works, while production is
Development is like creating a recipe while production is like making the dish.
an exercise in reducing variability.
Lean principle 2 of 7:
83. We believe that practice makes perfect and
that the best products are built when their
creators iterate and learn from what
customers love.
Lean principle 2 of 7:
AMPLIFY LEARNING.
84. We are what we repeatedly do.
EXCELLENCE,
ARISTOTLE
then, is not an act, but a
HABIT.
85. 3-Michelin star restaurant El Bulli was only open 6 months
of the year. The other 6 months were spent
by chef Ferran Adria devising, practicing and perfecting
the following season’s recipes.
86. DECIDE AS LATE AS POSSIBLE.
Lean principle 3 of 7:
The best decisions are based on fact, not speculation.
The longer you wait to commit, the more information you have.
Conversely, the earlier you commit, the less flexible you can be.
87. DECIDE AS LATE AS POSSIBLE.
Lean principle 3 of 7:
We build the capacity for change into our
systems and processes, and try to keep as
many options open as possible.
88. The Empire probably committed a little
TOO SOON
to their flawed design. Not a lot of
OPTIONS
left here.
89. DELIVER AS FAST AS POSSIBLE.
Lean principle 4 of 7:
Speed is critical for learning – the shorter the feedback loops, the more
can be learned and the better our decision-making.
Speed also assures that customers get what they need now,
not what they needed yesterday.
90. DELIVER AS FAST AS POSSIBLE.
Lean principle 4 of 7:
Our approach is informed by data (but not
driven by it), and we strive to get better and
better products in the hands of customers
quickly, regularly, and at high quality.
91. Blockbuster, failing to realize it was in the video
DISTRIBUTION business and not the video STORE
business, could not compete when
Netflix was able to deliver products to customers
FASTER, CHEAPER
and more
CONVENIENTLY.
92. EMPOWER THE TEAM.
Lean principle 5 of 7:
World-class execution lies in getting the details right.
And only those closest to the product have all the details.
We hire the best people and let them get on with their jobs.
93. EMPOWER THE TEAM.
Lean principle 5 of 7:
We use “pull” techniques to coordinate work
from within the team, rather than employing
managers to “push” orders from above.
94. The symbol of lean manufacturing, the andon cord
EMPOWERS
(or button)
all employees, especially those
closest to the product, to take ownership over
QUALITY.
95. BUILD INTEGRITY IN.
Lean principle 6 of 7:
When a customer squeals with joy and shouts, “Yes! That’s exactly what I
wanted, how did they know?” – that’s perceived integrity.
When your software scales and evolves gracefully with customers and time –
that’s conceptual integrity.
96. BUILD INTEGRITY IN.
Lean principle 6 of 7:
We try to maintain integrity, both perceived
and conceptual, by focusing on customer
needs, keeping things simple and eliminating
waste wherever we find it.
97. HOW SPOTIFY BUILDS PRODUCTS
NOT LIKE THIS
LIKE THIS
HOW SPOTIFY BUILDS PRODUCTS
Not like this
Like this!
98. SEE THE WHOLE.
Lean principle 7 of 7:
The whole is always more than the sum of its parts.
But it is only natural to highlight your own team, or push your
own agenda ahead of others.
99. SEE THE WHOLE.
Lean principle 7 of 7:
We try to optimize for the whole, think for the
long-term, and prioritize
CUSTOMER > COMPANY > TEAM > SELF.
100. Some of the ingredients might be nice
on their own
but
we’d
rather
eat
CAKE.
122. I was really losing all hope in finding
any honest, fair, not greedy devs
on here & you proved me wrong!
I would buy
things from them,
because they aren't
stingy with treating
me well.
I think I may have found
my new favorite
pastime.
Game is awesome,
great
graphics.
No glitches, its fast-paced fun and addicting
and doesn't rip you off.
Awesome sauce!Fun &
refreshingly
different.
I would recommend this game along with all other Rocket Games.
Customer Support is
fabulous.
129. We treat our games like
INVESTMENTS,
on which we
expect to make a
RETURN.
They take capital to make.
They take time to make.
They might succeed or fail.
130. And just like investing, we believe the best way
to approach game-making as a business is to
diversify our portfolio.PORTFOLIO.DIVERSIFY
132. Every portfolio benefits from
BONDS,
SUZE ORMAN
they provide a cushion when the stock market
STOCKS
hits a rough patch. But avoiding
completely could mean your investment won’t
grow any faster than inflation.
133. We want to build a
BALANCED
PORTFOLIO.
A mix of long and short, risky and safe.
The more experience we develop, the bigger
the investments we are prepared to make.
135. To become a chess grandmaster also seems to take about 10 years.
MALCOLM GLADWELL
And what’s 10 years?
Well, it’s roughly how long it takes to put in
10,000 HOURS
OF HARD PRACTICE.
10,000 hours is the magic number.
138. To do that we believe you need great people
and the right processes to make world-class
products that generate a profit.
PROCESSES
PRODUCTS PROFIT.
PEOPLE
143. WE WERE DEEPLY INSPIRED BY:
The Netflix Culture Deck (Patty McCord & Reed Hastings)
The Hubspot Culture Code Deck (Dharmesh Shah)
How Spotify Builds Products (Henrik Kniberg)
Buffer’s radical transparency
The Toyota Way
The Valve Employee Handbook
“Certain to Win” (Chet Richards)
“Lean Software Development” (Mary and Tom Poppendieck)
“The Lean Startup” (Eric Ries)