"In the beginning, it was just us: Two law school graduates turned serial entrepreneurs, a husband-and-wife team working on our second big venture. Our vision, to create a business entity formation and maintenance company built on a culture of accountability and integrity without compromise. In addition, we wanted our company to be fun to work for, where staff members were celebrated, their ideas and creativity encouraged,"
"Then, growth happened. In a period of a few short years, we went from a literal "mom and pop" operation to 100+ employees. With scaling comes new ideas and new opportunities. Teamwork is powerful, greater than the sum of its parts. It was an exciting time. Such dynamic growth, however, invites cultural risk. We soon learned that, when left unchecked, cultural risk becomes cultural harm: i.e. the proliferation of attitudes, norms and business practices that run counter to those on which the company was founded."
Two law school graduates founded a company aiming for accountability, integrity and a fun, creative workplace that embraced nonconformity. The founders built a distinctive culture that drove client loyalty and made work enjoyable for a small team. Rapid scaling to over 100 employees introduced new ideas, opportunities and the risk of cultural drift. Left unchecked, cultural risk can become cultural harm by proliferating attitudes and practices contrary to the original values. The founders committed to sustaining their core culture and adopted a governance approach called the One-to-One rule to manage cultural integrity during growth.
Read at Entrepreneur
Unable to calculate read time
Collection
[
|
...
]