Every month, one half of the company’s employees travel to visit the other half of the employees — the engineering team is located in Oslo, Norway and the commercial team is in New York City — as a culture-building activity, giving employees a chance to connect while in the same time zone.
The right way to build a company culture: it’s different for every company, every leadership team, and every squad of employees. CEO Tim Fagan says that when G/O spun off from TEGNA, the strategy to build culture was intentionally developed with just three short, simple values: accountability, quality, and urgency.
The company has relied heavily on employees to be efficient outside of their comfort zones. Co-founder and CEO Bryan Trussel said that he hopes Glympse is a fun and challenging place to work, and he believes empowering employees is one way to make sure that happens.
The company’s CEO said he is witnessing many on-demand companies slowly but surely go out of business, and is more convinced than ever that offering that extra little bit of knowledge to customers is what will inspire them to spend more time with Thirstie, and return to the app on a regular basis.
“One hundred and eighteen people is not a lot, but corralling those opinions is a more difficult task,” said Margie Mader-Clark, the company’s VP of human resources. “It’s about a stewardship of culture, taking care of it, making sure the negative aspects go away as early as possible.”
Translating the desire to support business owners with successful on-demand functionality relies heavily on DoorDash’s 200 core employees. In 2015, the company expanded from three markets to 22, and CEO Tony Xu says he expects the company to double in size in 2016.
In the Street Culture column we launched in 2015, Street Fight began looking more closely at the clever, fun, and smart ways startups in the hyperlocal industry are building culture into their organizations as they scale. No two companies we spoke with were the same, but many are driving their cultures along the same tracks. Based on our interviews, here are the top four culture-focused priorities for startups to address in 2016.
Marketing technology company Connectivity went from a 20-person company to an 80-person company in a year and a half, and it’s poised to continue accelerating. Part of Connectivity’s success stems from fostering experimentation. “We always want to hire people who are entrepreneurs themselves, and let them know that they’re not going to get in trouble for failing,” said CEO Matt Booth.
Dispatch grew from three employees to 25 in the past 10 months, and the company is on an upward trajectory. As it scales, the executive team is hoping to maintain the small-time ambiance of a startup while segmenting responsibilities.
A growing company often means thousands of employees in offices around the world. Keeping those employees connected was a priority for Square, the small business software company headed up by Twitter co-founder Jack Dorsey.
Every two weeks, Street Fight takes a look at the inventive, and at times crazy, ways some of the fastest growing companies in local create the type of unique culture that attracts the best and brightest…
“When I interview, I’m interviewing for fit. Skills and competency and willingness to learn, those all come after fit,” McCarter said.