WE HAVE THE MOST INTERESTING WIKI ON THE PLANET.* Examples of things we share and discuss: Financials (cash balance, burn-rate, P&L, etc.) Board meeting deck Management meeting deck Strategic topics Lore & Mythology (the funniest page on the wiki) *Unverified claim.
Example: Information covered under a Non-Disclosure Agreement (NDA) It is not completely ours to share.
We protect information only when: It is legally required.
Were radically and uncomfortably transparent. We make information available to everyone in the company.
Power is gained by sharing knowledge, not hoarding it.
(back in the 1900s) Power came from hoarding knowledge.
We are radically and uncomfortably transparent.
We believe success comes through educating customers, not exploiting them. We shouldnt sell customers were not justifiably confident we can delight. (funny how that works) Were on the path towards our Guiding Goal as long as we sell to customers that we expect to delight. Having delighted customers requires having customers. Does hitting our sales goals support our guiding goal?
All other goals should support our guiding goal.
Bankrupt companies dont delight their customers.
To delight customers in the long-term, we have to survive in the short-term. Does Solve For The Customer mean just giving more away for free? Wouldnt that delight customers? NO. We sometimes often have to remind ourselves of this.
SFTC.Solve for the customer Not just their happiness, but their success.
FOR EVERY DECISION WE SHOULD ASK OURSELVES: Selves, whats in it for the customers? Will this delight them? In other words.
FORMER CEO OF GROUPON IN HIS DEPARTURE EMAIL My biggest regrets are the moments that I let a lack of data override my intuition on whats best for our customers.
Have the courage to start with the customer.
We obsess over customers, not competitors.
Our guiding goal is delighting customers.
One way we balance these things is to have a guiding goal that serves the mission.
Balancing this dual personality of mission & metrics is challenging.
It has earned us the resources to further our mission. Were also maniacal about metrics and reaching our goals.
We also reduce spam, junk mail and other unpleasantness.
Its about creating an experience people love. We want to transform how organizations do marketing.
OUR MISSION is to make the world INBOUND.
Note: The OReilly Library at HubSpot is named after Tim.
Pursue something so important that even if you fail, the world is better off with you having tried.
We are as maniacal about our metrics as our mission.
We defy conventional wisdom as its often unwise. We invest in individual mastery and market value. We are unreasonably selective about our peers. We give ourselves the autonomy to be awesome. We are radically and uncomfortably transparent. We obsess over customers, not competitors. We are as maniacal about our metrics as our mission. When something is aspirational (not yet true) we try to call it out.
This document is part manifesto, part employee handbook, and part diary of dreams.
and as if amazing people are just happy to have a job.
as if the Internet hadnt been invented.
They operate as if money is what matters most.
Many organizations operate as if theyre frozen in time.
AND ALTHOUGH PEOPLE HAVE DRAMATICALLY CHANGED.
FOCUS Pension Purpose NEED Good Boss Great Colleagues HOURS 9-5 Whenever WORKPLACE Office Wherever TENURE Whole Career Whatever
PEOPLE HAVE DRAMATICALLY CHANGED HOW THEY LIVE AND WORK.
Lets create a company that will be a great place to be from.
Lets make the company we always dreamed of.
Whether we plan it or not, culture will happen. Much higher than financial debt or technology debt.
THE INTEREST RATE ON CULTURE DEBT IS HIGH.
Amazing people are more easily attracted with a great culture. Customers are more easily attracted with a great product.
Culture is to recruiting as product is to marketing.
WHATS CULTURE? A set of shared beliefs, values and practices.