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22 results for “corporate culture”
Topic3 mentions across episodes
culture
Concept3 mentions across episodes
culture
Concept2 mentions across episodes
Corporate culture
...culture. You know, there's a term, and it's just like, what do you wanna do? How do you wanna behave with each other? I mean, we don't have to even use the word coffeiculture in any relationship. If you have a marriage, if you have friendships, if yo
50:56 / 52:12
from transcript50:56 – 52:12
...is the corporate culture of Silicon Valley? What is the corporate culture of the big banks, etcetera?
50:07 / 51:16
from transcript50:07 – 51:16
...cultures? It's a whole range of things. It comes from the top. When you take over a company, it takes a long time to change, at least five years, probably five to ten years to make a difference. And it's called corporate culture for a reason. Right?
16:25 / 17:52
from transcript16:25 – 17:52
...corporate culture. They wanna talk about what makes this organization tick. How can we pull away from the rest of the guys? That's what they wanna focus in on. But do you think even normal analysts spend any time on it? Of course not. What are the ty
16:58 / 18:34
from transcript16:58 – 18:34
...Like, how did they build a culture that lasted so long? And one of their core ideas is a culture is not a set of beliefs. Misisoki, it's a set of actions. And I think when you talk about culture, that's, like, where you have to start. Culture is all
14:07 / 15:25
from transcript14:07 – 15:25
...culture as we evolve and continue to grow? Well, I noticed you haven't been to new employer orientation. I'm going to it. You sure? Yes. That's one of the things, actually. Culture, and just to define it, it's not a set of beliefs. It's a set of acti
23:15 / 24:16
from transcript23:15 – 24:16
...the culture is for an hour. And then the third thing is we all, not me, but we all really enforce it. So, you know, as far as culture is concerned, as they say in the military, the standard is the standard, and everybody's expected to live up to it.
23:57 / 25:01
from transcript23:57 – 25:01
...And it's actually an incremental job in addition to their existing job, and they have meetings, and they actually get a separate check-in terms of compensation for this job, and it's viewed as very important to the company. So Rob Willett is the curr
28:32 / 29:35
from transcript28:32 – 29:35
...culture and kinda how they believe in it, but also want to be part of it. You know? I remember once reading that somebody said that that culture is a cheap way of getting somebody into a cult and not giving them the pay rise that goes with it. It. I
2:14 / 3:27
from transcript2:14 – 3:27
...culture and underwrite culture, as you were saying, before an acquisition. I think it's a critical question. We have several tools we use. We will do a culture survey of the company. And when I say the company, it's as many people as we can. It's not
26:13 / 27:24
from transcript26:13 – 27:24
...And it's actually an incremental job in addition to their existing job, and they have meetings, and they actually get a separate check-in terms of compensation for this job, and it's viewed as very important to the company. So Rob Willett is the curr
31:21 / 32:37
from transcript31:21 – 32:37
...or culture is, you know, we make sure or it could be we measure twice and cut once.
42:45 / 43:51
from transcript42:45 – 43:51
...incorporated that into their culture with 20% time, something they don't talk about anymore. Facebook had move fast and break things. Netflix had freedom plus responsibility. Uber had be super pumped, be stoked, basically, grit, you know, high energy
51:44 / 52:47
from transcript51:44 – 52:47
...corporate values. It's actually just a bunch of fucking platitudes. It doesn't mean anything. The culture has to be defined in terms of the exact behavior that you want that support that idea. What do you have to do to actually be that thing that you
41:16 / 42:18
from transcript41:16 – 42:18
...culture, but the company is humming. The IPO is in sight, and the culture is on fire. You can have, oh, a lovely culture and the company's going to shit. I don't think so. I think that's it. What you talked about there, my definition of culture, what
27:44 / 28:53
from transcript27:44 – 28:53
...culture is the way we do things around here. Yeah. That's that that's what culture is is how we is just like that's how people
1:14:02 / 1:15:18
from transcript1:14:02 – 1:15:18
...culture and the people that are there because people make the culture and time solidifies the culture. And so based upon what that company is used to doing, and those people and the way they communicate, and enough time going by, culture can seem lik
25:22 / 26:37
from transcript25:22 – 26:37
...culture whatsoever. That requires flag bearers. It requires people who are true believers. So it starts with recruiting. Not every every human has a disposition that they want to be part of a cult, essentially. Some of them are just structurally merc
1:03:42 / 1:04:46
from transcript1:03:42 – 1:04:46
...to culture is what you do, and how you act every day. That is you can never write anything down, and you will still have a culture. It will be created through the actions and the decisions that you make and that your founder makes. So that would be a
1:13:24 / 1:14:32
from transcript1:13:24 – 1:14:32
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