Name: 第11講--招聘與文化，第二部分（Patrick和John Collison，Ben Silbermann）。 (Lecture 11 - Hiring and Culture, Part 2 (Patrick and John Collison, Ben Silbermann))
Uploaded: 2021-01-14T08:29:55.000Z
Duration: 50 min 37 s
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we have Ben Silverman, the founder of Pinterest, and

John and Patrick Collison, the founders of Stripe.

Founders that have obviously sort of, some of the best in

So, there's three areas that we're gonna cover today.

One will just be sort of general thoughts on

culture as a follow up to the last lecture.

And then we're really gonna dig into what happens at

And then how that changes and evolves as these

guys have scaled their companies up to 100 plus.

I don't even know how many people you have now,

how you adapt these principles of culture.

what are the core pieces of culture that you found to

be most important in building out your companies?

us, like we think about on a few dimensions.

Two is what do we do every day, like why do we do it?

Three is what do we choose to communicate?

But in general I think running a company based on

But I think those four things kind of make up

>> We've placed a large emphasis on, as Stripe has

grown and probably more than other companies is,

And I think it's been something that's been

Stripe, and also a little bit misunderstood.

All the things people talk about like hiring really

great people, or giving them a huge amount of leverage.

We think that, if you are aligned at a high

level about what Stripe is doing, if everyone really

believes in the mission, and then if everyone has

really good access to information, and kind of

has a good picture of the current state of Stripe.

Then that gets you a huge amount of the way there in

And it kind of forgives a lot of the other things that

tend to break as you, as you grow a start-up.

As we've grown, we started off two people.

We've put a lot of thought into the tooling that

goes around transparency, because at 170 people,

there is so much information being produced,

that you can't just consume it all as a fire hose.

how we use slack, how we use email, things like that.

the core things that's helped us work well.

>> I think culture to some degree is basically kind of

In the sense that, maybe when you start out working

on something, you're sort of coding all the time, but you

can't code all the things that you think the product

might need, or the company might need, or whatever, and

you so you decide to work with more coders, right?

I don't think this actually true, but kind of ideally

you could be involved in every single decision, and

every single sort of moment of the company, and

everything that happens, but obviously you can't, or

But you certainly can't at even like five or

ten kind of that point comes very quickly,

then by the time you're 50 it's completely hopeless.

And so culture is kind of how you kind of,

what the strands are that you sort of want to have,

the invariance that you want to kind of maintain,

as you can get specifically involved in sort of

And I think when you think about it that way it,

maybe its kind of importance becomes sort of

Because again, like the fraction of things you

can be involved in directly is diminishing, I mean,

sort of assuming your head count growth sort of is

on a curve that looks like one of the great companies.

And again, it manifests itself in a bunch of

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第11講--招聘與文化，第二部分（Patrick和John Collison，Ben Silbermann）。 (Lecture 11 - Hiring and Culture, Part 2 (Patrick and John Collison, Ben Silbermann))

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