Saved by Brie Wolfson and
Don’t Fuck Up the Culture
Google was a company built on the values of its founders, who harbored ambitions to build a powerful corporation that would impact the entire world, at the same time loathing the bureaucracy and commitments that running such a company would entail.
Steven Levy • In The Plex: How Google Thinks, Works, and Shapes Our Lives
The Ops team culture rewarded experimentation, and after ice cream came Uber Puppies, Uber Mariachi Band, Uber Health (for flu shots), Uber Lion Dance (to celebrate Chinese New Year!), and dozens of other variations from around the world. The Ops teams would “holidize” their efforts, aligning special dates with product features that promoted growth
... See moreAndrew Chen • The Cold Start Problem: How to Start and Scale Network Effects
Pitfalls in product processes- If the founder becomes the tactical, shipping feature after feature without understanding. empower the engineering. decision making and transparency is needed. Feature factory culture - it does not change customer behaviour.
Apple • Gokul Rajaram on designing your product development process, when and how to hire your first PM, a playbook for hiring leaders, getting ahead in you career, how to get started...
The most important decision you will make when you launch a company is picking the first ten people. Each of them represents 10 per cent of your company culture, your values and your philosophy, so getting those ten people right and binding them together with the right culture, will irreversibly define your company. When a culture is strong, new pe
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