Reid Hoffman

And these are all the different tool sets that you create for your particular business, your particular founders, management team, product market fit, competition landscape, et cetera, because it's not one culture, one size fits all. But being intentional is very important.

And these are all the different tool sets that you create for your particular business, your particular founders, management team, product market fit, competition landscape, et cetera, because it's not one culture, one size fits all. But being intentional is very important.

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's 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's 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's 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's 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's 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.

Well, first mover to scale gives you all kinds of advantage. It doesn't actually necessarily need to be first mover out of the gate. But the first mover to scale part of blitzscaling is really critical. Now, sometimes, by the way, the way that you become first mover to scale is you're the first mover out the gate because you just keep going.

Well, first mover to scale gives you all kinds of advantage. It doesn't actually necessarily need to be first mover out of the gate. But the first mover to scale part of blitzscaling is really critical. Now, sometimes, by the way, the way that you become first mover to scale is you're the first mover out the gate because you just keep going.

Well, first mover to scale gives you all kinds of advantage. It doesn't actually necessarily need to be first mover out of the gate. But the first mover to scale part of blitzscaling is really critical. Now, sometimes, by the way, the way that you become first mover to scale is you're the first mover out the gate because you just keep going.

Well, first mover to scale gives you all kinds of advantage. It doesn't actually necessarily need to be first mover out of the gate. But the first mover to scale part of blitzscaling is really critical. Now, sometimes, by the way, the way that you become first mover to scale is you're the first mover out the gate because you just keep going.

Well, first mover to scale gives you all kinds of advantage. It doesn't actually necessarily need to be first mover out of the gate. But the first mover to scale part of blitzscaling is really critical. Now, sometimes, by the way, the way that you become first mover to scale is you're the first mover out the gate because you just keep going.

Another way is the culture deck for Reed Hastings, which actually just started as when they were looking at the attrition of like, why are people leaving? It was like, well, they didn't understand our culture when they got here. So let's first create a culture deck to onboard them. And then, shit, we should publish it, right? Because don't come here if you're looking for a family.

Another way is the culture deck for Reed Hastings, which actually just started as when they were looking at the attrition of like, why are people leaving? It was like, well, they didn't understand our culture when they got here. So let's first create a culture deck to onboard them. And then, shit, we should publish it, right? Because don't come here if you're looking for a family.

Another way is the culture deck for Reed Hastings, which actually just started as when they were looking at the attrition of like, why are people leaving? It was like, well, they didn't understand our culture when they got here. So let's first create a culture deck to onboard them. And then, shit, we should publish it, right? Because don't come here if you're looking for a family.