Cul­ture wars

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The chal­lenge mov­ing from 50 to more than 200 em­ploy­ees, Iribe said at Web Sum­mit in 2014, was “man­ag­ing the cul­ture and the struc­ture along the way to make sure we don’t break and that we don’t have any prob­lems.”

Jet.com re­cently an­nounced the ap­point­ment of a “chief peo­ple of­fi­cer,” and Bono­bos re­cently fol­lowed suit. “We started to re­alise that there was a lot to scal­ing that kind of a cul­ture, preserving it as you pass 120 to 150 peo­ple. You can no longer hold it to­gether through the force of per­sonal re­la­tion­ships and ba­sic sys­tems. You’ve got to start ac­tu­ally think­ing, how do we scale this?” Bono­bos CEO told Fast Com­pany.

Andy Dunn

Tech com­pa­nies, scal­ing at a rapid pace, have led the fo­cus on build­ing, defin­ing and main­tain­ing com­pany cul­ture as a key pri­or­ity. This has been a con­tin­u­ing theme at re­cent Web Sum­mit con­fer­ences, voiced by in­dus­try lead­ers such as Brendan Iribe, CEO of rapidly grow­ing Ocu­lus Rift.

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