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The Culture of Disruption презентация
Содержание
- 1. The Culture of Disruption
- 2. Our vision: To be
- 3. Our mission: To create the world's most
- 4. The best teams are those that are bound by a consistent culture.
- 5. We’re a software company. Culture is
- 6. Lots of companies list out a set
- 7. Three core values of a Disruptor: Authenticity Constant Improvement Effectiveness
- 8. However, cultural values are just words
- 9. Authenticity
- 10. “Often misconstrued, authenticity is not
- 11. In the last few years, the
- 12. Authenticity is transparency on steroids. It
- 13. A good question to always be
- 15. Customers can tell when something
- 16. Great companies don’t need (or want) non-compete
- 17. We don’t build products unless we would
- 18. Constant Improvement カイゼン
- 19. カイゼン "I do the same thing over
- 20. Game development is a craft. You get
- 21. In agile software development, iteration is a
- 22. We’re committed to constantly improving every aspect
- 23. Fear is the Mind-Killer.* Failure—as
- 24. Ancora Imparo. (Still, I
- 25. Effective
- 26. Disruptors are also effective. By effective, we
- 27. We don’t track attendance or time in
- 28. Flickr Image by Mark Sadowski Objectives and
- 29. How we Hire
- 30. Everyone in the company participates in
- 31. Culture Fit
- 32. Why all this really matters…
- 33. We create experiences that fire the imagination,
- 34. Our company is an engine for innovation.
- 35. The more our culture help us innovate
- 36. Tip of the Hat to:
Our vision: To be the most fan-centric game company in the world.
Слайд 3Our mission:
To create the world's most authentic, engaging games for you
and your friends, set in the worlds you already love.
Слайд 6Lots of companies list out a set of values like being
ethical, honest, passionate, customer-focused, etc. Most of these are so overused or obvious that they ought to be universal to almost every company.
Instead, we’re going to focus on the values that are special for us.
Instead, we’re going to focus on the values that are special for us.
Слайд 8
However, cultural values are just words unless they are put into
action.
This presentation also illustrates a few concrete manifestations of our culture like our unlimited time-off policy, lack of non-competes, our universal sharing of objectives and results, and even how we assess potential hires.
This presentation also illustrates a few concrete manifestations of our culture like our unlimited time-off policy, lack of non-competes, our universal sharing of objectives and results, and even how we assess potential hires.
Слайд 10
“Often misconstrued, authenticity is not about being an open book, revealing
every detail of yourself without rhyme or reason. It is simply the act of openly and courageously seeing what needs to be seen, saying what needs to be said, doing what needs to be done, and becoming that which you are intent on being.”
- Scott Edmund Miller
- Scott Edmund Miller
Слайд 11
In the last few years, the word transparency has become a
business buzzword. We believe in transparency, but we don’t think it’s enough…
Слайд 12Authenticity is transparency on steroids.
It isn’t just about being willing to
hold our actions to the light of evidence—it’s also a willingness to always ask whether what we’re being transparent about is what really matters.
Слайд 13
A good question to always be asking:
“Is that what really matters?”
You
can apply this question to help prioritize how to spend time, whether a particular metric is valuable, or whether a product is heading the right way.
Слайд 14
“When we rely on vanity metrics, a funny thing happens. When
the numbers go up, I've personally witnessed everyone in the company naturally attributing that rise to whatever they were working on at the time. That's not too bad, except for this correlate: when the numbers go down, we invariably blame someone else. Over time, this allows each person in the company to live in their own private reality. As these realities diverge, it becomes increasingly difficult for teams to reach consensus on what to do next.”
Eric Ries
Lean Startup Dude
Authenticity is the antidote to a certain problem:
Слайд 15
Customers can tell when something is inauthentic. Although we sometimes make
mistakes, customers are more forgiving when they know we have their interests at heart.
Authentic companies build authentic products.
Authentic companies build authentic products.
Слайд 16Great companies don’t need (or want) non-compete agreements.
None of our employees
sign non-compete agreements because we believe that great companies are built by team members with an authentic passion for working together on interesting problems—not by trying to prevent them from working elsewhere.
Слайд 17We don’t build products unless we would want our friends to
play them.
Some companies build things they’d like to use themselves; others because they think there’s something needed in a market. For us, we like to think that we’re creating games that our friends would enjoy.
Some companies build things they’d like to use themselves; others because they think there’s something needed in a market. For us, we like to think that we’re creating games that our friends would enjoy.
Слайд 19カイゼン
"I do the same thing over and over, improving bit by
bit. There is always a yearning to achieve more. I'll continue to climb, trying to reach the top, but no one knows where the top is.”
– Sushi Master Jiro Ono, from Jiro Dreams of Sushi
– Sushi Master Jiro Ono, from Jiro Dreams of Sushi
Слайд 20Game development is a craft. You get better at a craft
through a willingness to learn along with lots of practice.
Слайд 21In agile software development, iteration is a way to constantly improve
products by releasing more frequent versions and paying attention to the metrics that matter.
Слайд 22We’re committed to constantly improving every aspect of our business through
iteration; not just our software... Customer service, development, hiring, design practices, deals—everything.
Слайд 23
Fear is the Mind-Killer.*
Failure—as long as it isn’t the same type
of failure over and over–is a normal part of business.
Constant Improvement helps us learn from our mistakes.
*Ancient Bene Gesserit saying.
Constant Improvement helps us learn from our mistakes.
*Ancient Bene Gesserit saying.
Слайд 24
Ancora Imparo. (Still, I learn.) — Michelangelo
A commitment to constant improvement
means that you’re highly adaptable and willing to learn. You’re always trying to find ways to get better at your craft, you listen to those around you, and you’re naturally curious.
Слайд 26Disruptors are also effective. By effective, we mean that we focus
on results. The results that really matter.
Flickr Image by Mark Sadowski
Слайд 27We don’t track attendance or time in the office.
If you are
sick, please stay home and get better; if you need a vacation, please take the time you need.
Flickr Image by Paul Bica
Слайд 28Flickr Image by Mark Sadowski
Objectives and Key Results: everyone at Disruptor
Beam, from the CEO to the newest hire, records their current quarterly goals and historic effectiveness in a shared Web document that every employee has access to. At our office, company-wide metrics and financial results are there for everyone to see.
Слайд 30
Everyone in the company participates in hiring decisions.
The most important part
of the hiring process is trying to figure out if someone is a fit for the Disruptor culture.
Слайд 31
Culture Fit
Skills
Skills are important, especially if they are the kind that
take a long time to develop, but we usually aren’t concerned about perfect overlap to a job’s specification.
The most important inherent talents are general problem solving, innate intelligence, the ability to take a player’s perspective, adaptability and ability to learn new skills.
“Culture fit” is fundamental to any of our hires. No matter how skilled and talented someone is, they won’t be hired unless we feel they’re the right fit for our values.
Talents
Hierarchy of Importance in Hiring Decisions
Слайд 33We create experiences that fire the imagination, connect people with each
other in new ways, and let them feel things they wouldn’t otherwise feel…
That’s pretty awesome.
That’s pretty awesome.
Слайд 34Our company is an engine for innovation.
It lets us come together
and invent things we could never do on our own.
Our culture is a strategic advantage.
Our culture is a strategic advantage.
Слайд 35The more our culture help us innovate
the more we grow
the
more valuable we are
the more we get to keep innovating
the more we get to keep innovating
Слайд 36
Tip of the Hat to:
The HubSpot Culture Code
Netflix Culture Deck
Zappos Family
Core Values
Valve Employee Manual
Gilmore & Pine: Authenticity: What Customers Really Want
Google People Operations
Flickr Images released via Creative Commons Licenses
Valve Employee Manual
Gilmore & Pine: Authenticity: What Customers Really Want
Google People Operations
Flickr Images released via Creative Commons Licenses
