How to create Company Culture?
“Fear is like fire — if you let it control you, it’ll burn you up … but if you control it, it’ll make you red hot” — Mickey to Rocky in Rocky V
Company culture is an outcome of work of a group of people — its existence or lack thereof is debatable, perhaps every organisation has a “culture” in the most abstract sense. However, organisations which thrive are usually described by one of a couple of things:
- Ability to iterate to find Product-Market Fit
- Ability to organize individuals in a collaborative fashion
- Ability to innovate as the third pillar of success
By ensuring trust in other people’s ideas you create a culture where leaders and C-level executives envision strategy and products. Then they pass those ideas on to lower layer managers and the whole organization. Those lower level managers need to synthesize their knowledge and envision a more defined version of the product or a service. Then they pass their knowledge further to yet lower level managers who further enrich the concept and add layers of complexity. This complexity is necessary to avoid blunt concepts which may be too rigorously implemented therefore limiting growth of concepts on all levels of the organization.
Interestingly, the way we structure our interactions within the organization bears a striking resemblance to how we architect our software systems. The parallels are uncanny — just as in a well-structured software system where different modules communicate and work together harmoniously, an effective organization fosters clear and efficient communication pathways. Each individual, or ‘module’, plays their unique part, yet collaborates seamlessly with others to maintain the integrity of the overall ‘system’. This symphony of interactions enables us to create, innovate, and solve problems collectively, enriching the overall culture and efficiency of our organization.
During the implementation of concepts and strategies, it’s crucial for employees to relay any ideas, suggestions, and strategic decisions upwards to their managers. This ensures alignment among teams and prevents the development of conflicting technologies.
Creating synergies is crucial to create a product which is competitive on scope and cost levels it is also crucial for essential operations.
Concepts created at any levels define a product which is created and envisioned by all levels of the organization in a structure where lower or regional / operational managers inform C-level executives of opportunities and make decisions themselves due to higher ability to define what is the correct strategic decision due to higher knowledge in a given aspect or field. Sometimes decisions made on lower levels may in fact change knowledge of C-level executives to change the strategy once new information is available.
The whole company is informed of C-level executives and strategic thinkers’ ideas of what it means to create the product or a service and what the product or service is but they dont inform them how to do it. Finally, concepts which enrich original intention of C-level executives close the knowledge gap as Stephen Bungay explained in his book “The Art of Action”. As well as the effects gap which is the misalignment of initial concept with actual outcome.
In the end it is board members and C-level executives who must be most flexible in terms of how the product or a service will be implemented and the most vigorous in ensuring the right strategy and vision for the product.
What has changed in the last 2 years, since I originally wrote this article?
Now, as a founder more than 2 years after I wrote this article, I feel like I’ve gathered a lot more insight into these dynamics. The theoretical underpinnings of this piece still hold true. Culture, strategy, innovation — these are pillars that not only stand a successful organization but also continuously shape it.
However, experience has taught me a lot about the challenges of putting theory into practice. The dynamics of the real business world, the pressure of delivering in the face of relentless competition, and the complexities of managing a diverse team; all these elements can influence the culture and strategic direction of an organization.
At 0xKYC, our journey has been a testament to the importance of company culture and the power of a shared vision. We’ve seen firsthand how a strongly-held set of core values can provide direction during uncertain times, foster a spirit of unity, and drive innovation. We’ve learned to listen to our team at all levels, and to pivot based on new insights. We’ve evolved strategies that have not only helped us survive, but thrive in a rapidly changing industry.
Most importantly, we’ve realized that adaptability is key. A dynamic culture and strategy are important, but what really matters is the ability to change them when necessary. Whether it’s in response to internal challenges or external market shifts, the ability to be flexible and innovative in our approach has made all the difference.
Being a founder has been a journey of learning, unlearning, and relearning. It’s been about creating a culture that encourages innovation, nurturing a team that embraces change, and most of all, maintaining a relentless focus on delivering value to our customers.
This journey is far from over. The future is unpredictable, and the challenges never end. But I believe that as long as we remain committed to our values, stay flexible in our approach, and continue to foster an environment of innovation, we’ll be able to navigate whatever comes our way. This is the essence of a resilient company culture and a dynamic strategy — the ability to bend but not break, to evolve without losing sight of our core purpose.
In retrospect, I realize that being a founder isn’t just about building a successful company. It’s about setting a vision, creating a culture, and nurturing a team that can turn that vision into reality. It’s about learning, growing, and continuously striving to do better. And above all, it’s about making a difference in the world, one innovative idea at a time.
Thank you for taking your time to read this and feel free to see information about the venture I am currently working on called 0xKYC 🙏This article was originally written in December of 2020 and edited and expanded in 2023, virtually all content remained unchanged with addition of a new section “What has changed in the last 2 years, since I originally wrote this article?”. Thank You!
