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17 results for “cultural positioning”
Topic6 mentions across episodes
positioning
and not be afraid of getting banged on the risk, but you're gonna be encouraged to take risk. Probably pretty good for somebody that's selling a lot of consumer products. You figure out different ways to do it. And, you know, over the long term, we'd
21:38 / 22:52
from transcript21:38 – 22:52
...fit. Yeah. That makes sense. The culture is a widely used word, but poorly understood in most cases.
34:33 / 35:35
from transcript34:33 – 35:35
...cultural. When you work with partners, do you actually care about their outcome or not? Like, all these things are are part of your culture, and your culture ends up kinda defining a lot more of how the organization works than your mission statement
14:07 / 15:25
from transcript14:07 – 15:25
...being a good cultural fit in that environment means they have to be a self starter, means they have to be okay working remotely and not going into offices, not seeing their colleagues an awful lot or what have you. So I think the answer is it depends
33:47 / 34:57
from transcript33:47 – 34:57
And those are two different cultures, Amazon and and Apple. And therefore, understanding a culture before you even actually take the job is one of the more important decisions you need to make. It's like, is this culture a culture that I can live wit
50:15 / 51:17
from transcript50:15 – 51:17
...cultural ideas aren't for every company. Like, different companies have different cultural ideas. And I'll give you an example. So Amazon is, like, very famous for being cheap. You know, like, frugality is a big thing there. And in fact, in the old d
24:35 / 25:48
from transcript24:35 – 25:48
You know? So when I look at our portfolio now, I'd say we're not perfect on the culture side, but I would argue there are probably right now five or six names in the portfolio where we really believe this is perfect alignment between values and cultu
22:30 / 23:39
from transcript22:30 – 23:39
that are necessary to achieve culture strategy alignment. That's a big part of what our team does when we go in there, and we're, like, diagnosing these companies. Maybe where we spend less time or have spent less time is trying to understand the soc
49:21 / 50:32
from transcript49:21 – 50:32
All impressions are not equal, and you are the most valuable audience in the world. So it's not something I like to talk about frequently, but it is the truth. These are just interesting dynamics in terms of differentiating the product. And the other
16:33 / 17:35
from transcript16:33 – 17:35
and our professor had been a CEO of a very large multibillion dollar electronics distributor. And he would talk about operations through the lens of being a CEO. And he used to say, I know this, you know, we're talking about operations and engineerin
25:22 / 26:37
from transcript25:22 – 26:37
And I think getting our entire team in one location would be a great way to kind of build a culture and then bring people into that. Having people in one location definitely is key to culture. And you saw that the companies that seem to function best
47:13 / 48:15
from transcript47:13 – 48:15
Final one before we move on to product itself. But how did that time being in China and seeing the culture, how did that impact your mindset? And now having both Chinese and US kind of environments in your mind, how has it impacted how you build the
16:25 / 17:52
from transcript16:25 – 17:52
...cultural dissonance. You know, it leads to people being like, wait, what? I thought we said, you know, we care about moving fast and making making aggressive decisions, and it turns you know? So being really careful about what you say, because what p
1:13:24 / 1:14:32
from transcript1:13:24 – 1:14:32
of interacting with reality and then solving puzzles and developing principles. It occurs to me when you talk about this, like, it's become very popular maybe in the last ten years, but probably a little bit longer. People love to talk about corporat
50:56 / 52:12
from transcript50:56 – 52:12
it helps guide people in terms of making decisions. But it's also a magnet for the right kind of people. So Oracle has a different, you know, a culture than Apple, which has a different culture than Facebook. And so you can choose the place you're go
49:31 / 50:32
from transcript49:31 – 50:32
We will not let you sign your offer letter if you haven't signed your culture document that you agree to behave according to the culture. Secondly, when you come to new employee orientation, you'll find that I teach every single one for an hour. Nobo
23:57 / 25:01
from transcript23:57 – 25:01
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