Luca Ferrari

I think ultimately the most important thing is to be very clear on what kind of company you want to be, your principles, your values, and then hire people who embrace those.

And then you yourself, as a person who's maybe more visible than others, try as hard as you can to be the best paragon of those values as you can be.

That's more important than any manifesto or initiative or proclamation.

There are certainly things you can do that on the margins help foster those values a little bit further.

Personally, a few things we do that I think are unusual, we love, are one is called State of the Spoon.

Twice a year, we have somewhat the equivalent of an Apple keynote, but it's just internal.

And most of our teams take turns on stage presenting their most proud achievement and also failures and lessons learned over the past six months, what they're planning for the future.

There is an element of comedy and self-deprecation, which makes it, I think, quite entertaining.

You laugh a lot.

It's three, four hours, and at the end of it, my jaw is painful because I laugh too much.

It's just fun.

We organize all sorts of almost cabaret things.

It's a great tradition, and it just helps us be proud of the things we do.

Remember not to take ourselves too seriously.

We're not saving lives.

You meet and learn about colleagues you maybe hadn't necessarily been close to before.

Another one we do is a yearly retreat where we bring everybody to a remote, exciting, typically exotic destination for seven, eight, nine days on the company's time and dime.

It's just a vacation, but with colleagues.

The last one, so I don't remember in which order, but we went to Seychelles, Mauritius, the Dominican Republic.

In the past, we went to Japan, Australia.