Brie Wolfson
@briewolfson
mostly researching, thinking, and writing about company culture via The Kool-Aid Factory and Founder Fodder (newsletter). Used to Stripe (Stripe Press, BizOps) and Figma (Figma for Education).
Brie Wolfson
I recently left Stripe after 4.5 formative and magical years. Some reflections on what made working at Stripe feel different than working other places:
1/Turpentine
2/Writing
3/Meticulousness
4/Principled decision-making
5/Ambition
6/Talking up
7/The... See more
Brie Wolfsontwitter.comI think most companies start to explicitly encode and articulate their principles or values too late. I would try to produce a provisional revision literally when you’re just a handful of people. Then continue to update it on an ongoing basis, because assuredly there will be things you realize or come to appreciate are wrong over the course of the... See more
Elad Gil • An interview with Patrick Collison – High Growth Handbook
At critical moments in time, you can raise the aspirations of other people significantly, especially when they are relatively young, simply by suggesting they do something better or more ambitious than what they might have in mind.
marginalrevolution.com • The High-Return Activity of Raising Others' Aspirations - Marginal REVOLUTION
"Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure."–Marvin Conway
Wikipedia • Conway's law
Stripes that move on from the company and find themselves at companies that don’t embrace the written word to the same extent. I count myself among them. We all report feeling a bit lost and disconnected from their colleagues without it.