INTENSITY NONO TION TTION T ALENT AALENT A DON’T SEEK CONSENSUS / don’t like about their job and the team. The f ounders are the focal point, the Classify the feedback into groups. SS nexus and the future of the company. SESSES Sebastian Siemiatkowski, CEO and LEAD BY EXAMPLE co-founder of Klarna has noted how “I The culture flows from the founder. As SMENTSMENT wrote Klarna’s internal culture documents the founder, you have to reflect your own for three years – but the only thing that values and standards and be the strongest came out of company wide discussions on it representation of the culture. This is also was how words like ‘agile’ should be applied why it makes sense for the founder(s) to to the company.” define the culture. GET FEEDBACK ENSURE THEY AFFECT DAY-TO- This does not mean consensus. Ensure DAY people understand that you want input, Ensure that you have unambiguous but that how that input is turned into artifacts and values that formulate your output is up to you. Ensure that people culture. Furthermore, work your values are included in the process both so you get into the company OKRs and KPIs. Base to the actual culture of the company and your culture on an easily replicable, scalable, make people feel included. Interview your people-focused tradition so you don’t have to employees and ask them what they like change it every funding round. AS A FOUNDER YOU ARE THE DRIVING FORCE OF THE COMPANY, ITS VISION AND ITS CULTURE. DEFINING CULTURE AND VALUES EARLY WILL HELP YOU GET TO THAT VISION. 1313