Reid Hoffman

People think it's a little weird and creepy that they got a job offer out of the blue with a pitch. But it's part of the going fast. And so it's not just profitability. It's efficiency in everything.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

Dara really demonstrated with Uber. Actually, we had a master's scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master's scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master's scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master's scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master's scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Let's focus on the parts that are great and use those to refactor the other parts. So as opposed to saying, now for something entirely new, we're returning to the central roots of our greatness and then refactoring the other ones. And that's actually, I think, a good change. Now, that being said... We've had a lot of culture episodes. And part of that's because you should be intentional about it.

Let's focus on the parts that are great and use those to refactor the other parts. So as opposed to saying, now for something entirely new, we're returning to the central roots of our greatness and then refactoring the other ones. And that's actually, I think, a good change. Now, that being said... We've had a lot of culture episodes. And part of that's because you should be intentional about it.

Let's focus on the parts that are great and use those to refactor the other parts. So as opposed to saying, now for something entirely new, we're returning to the central roots of our greatness and then refactoring the other ones. And that's actually, I think, a good change. Now, that being said... We've had a lot of culture episodes. And part of that's because you should be intentional about it.

Let's focus on the parts that are great and use those to refactor the other parts. So as opposed to saying, now for something entirely new, we're returning to the central roots of our greatness and then refactoring the other ones. And that's actually, I think, a good change. Now, that being said... We've had a lot of culture episodes. And part of that's because you should be intentional about it.

Let's focus on the parts that are great and use those to refactor the other parts. So as opposed to saying, now for something entirely new, we're returning to the central roots of our greatness and then refactoring the other ones. And that's actually, I think, a good change. Now, that being said... We've had a lot of culture episodes. And part of that's because you should be intentional about it.

And the intentionality can be not hiring as fast as Uber did. So with like Workday and Anil Bhusri, it was he and his co-founder, Dave Duffield, did a cultural interview at the end, even though he is being the CEO, did a cultural interview at the end of every hiring process for the first 500 people. That slows you down some, but that's one way to do it.

And the intentionality can be not hiring as fast as Uber did. So with like Workday and Anil Bhusri, it was he and his co-founder, Dave Duffield, did a cultural interview at the end, even though he is being the CEO, did a cultural interview at the end of every hiring process for the first 500 people. That slows you down some, but that's one way to do it.

And the intentionality can be not hiring as fast as Uber did. So with like Workday and Anil Bhusri, it was he and his co-founder, Dave Duffield, did a cultural interview at the end, even though he is being the CEO, did a cultural interview at the end of every hiring process for the first 500 people. That slows you down some, but that's one way to do it.

And the intentionality can be not hiring as fast as Uber did. So with like Workday and Anil Bhusri, it was he and his co-founder, Dave Duffield, did a cultural interview at the end, even though he is being the CEO, did a cultural interview at the end of every hiring process for the first 500 people. That slows you down some, but that's one way to do it.