Because your culture is how your company makes decisions when you’re not there. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake.

Culture is the byproduct of consistent behavior. If you encourage people to share, then sharing will be built into your culture. If you reward trust, then trust will be built in. If you treat customers right, then treating customers right becomes your culture.

products are dramatically cheaper than Apple’s. Culture is not like a mission statement; you can’t just set it up and have it last forever. There’s a saying in the military that if you see something below standard and do nothing, then you’ve set a new standard. This is also true of culture — if you see something off-culture and ignore it, you’ve created a new culture. Meanwhile, as business conditions shift and your strategy evolves, you have to keep changing your culture accordingly. The target is always moving.

We create the race by creating ourselves and then to our great astonishment we will have created something far more important: We will have created a culture. Why waste time creating a conscience for something that doesn't exist? For, you see, blood and skin do not think!

Culture is not like a mission statement; you can’t just set it up and have it last forever. There’s a saying in the military that if you see something below standard and do nothing, then you’ve set a new standard.

Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you. Culture is a strategic investment in the company doing things the right way when you are not looking.

Company culture” doesn’t exist apart from the company itself: no company has a culture; every company is a culture. A startup is a team of people on a mission, and a good culture is just what that looks like on the inside.

What's a „culture“? Look it up. „A group of micro-organisms grown in a nutrient substance under controlled conditions“. A squirm of germs on a glass slide is all, a laboratory experiment calling itself a society. Most of us wrigglers make do with life on the slide; we even agree to feel proud of that „culture“. Like slaves voting for slavery or brains for lobotomy, we kneel down before the god of all moronic micro-organisms and pray to be homogenized or killed or engineered; we promise to obey.

Culture, more than rule books, determines how an organization behaves.

On the flip side, it’s brutal trying to pull together the right people if you have someone around early on who doesn’t generate a high degree of confidence, enthusiasm, and respect. Cultures get built from the beginning, and whoever joins a company takes cues from whoever’s already there.

3. A good culture is like the old RIP routing protocol: Bad news travels fast; good news travels slow. If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act.

The culture we have does not make people feel good about themselves. And you have to be strong enough to say if the culture doesn't work, don't buy it. Create your own.

Culture = Values + Behavior

That’s the nature of culture. It’s not a single decision — it’s a code that manifests itself as a vast set of actions taken over time. No one person makes or takes all these actions. Cultural design is a way to program the actions of an organization, but, like computer programs, every culture has bugs. And cultures are significantly more difficult to debug than programs.