>At Shutterstock, we’ve delayed the reversion to an uninspired
>mean by letting different teams and groups in the company
>develop their own culture.
I worked for a growing tech company over the last 2 years - and was there while it grew from 30 to 150 people. I found that this was one of the most important things to keeping things fun and engaging. It felt like there were a bunch of little startups within a bigger startup.
The only downside thought was that people had divergent ideas of what our company culture really WAS. We hadn't done the work that Shutterstock probably has in defining our overall company values, brand, ideals etc.
I'm going through the startup growth path again and I'm curious to see what other people have seen work in scaling cultures in growing companies. Any big insights or observations from the HN hivemind?
That's basically the question I'm getting at below and am wondering about, how does that 6 person team structure scale when you get to be a 500-1000 person company.
I worked for a growing tech company over the last 2 years - and was there while it grew from 30 to 150 people. I found that this was one of the most important things to keeping things fun and engaging. It felt like there were a bunch of little startups within a bigger startup.
The only downside thought was that people had divergent ideas of what our company culture really WAS. We hadn't done the work that Shutterstock probably has in defining our overall company values, brand, ideals etc.
I'm going through the startup growth path again and I'm curious to see what other people have seen work in scaling cultures in growing companies. Any big insights or observations from the HN hivemind?