Joel Gascoigne, Buffer's founder and CEO, talks about building a remote-first company that grew fast but struggled to preserve its culture when growth slowed. The team never defined non-negotiable values early on, which made it harder to make decisions when things got tough.
Chapters
For many of those early years had it all. We had our cake and we ate it too because we had we created this very unique culture. We were fully remote since very early days of remote. We traveled the world while we built this thing. We were in so many ways we were living the dream. But maybe what we failed to do was get to the depth of what do we believe are the fundamental things that matter here and what we're creating because we are fortunate to have growth and unique culture. And where it started to break down was where growth slowed a little bit and our views on how to resolve it when it was truly at a point of being alarming and also what was flexible in resolving it and what was not flexible. And for me the values of the culture were kind of non negotiables. And it's like we've got to keep to these truths and everything else can be flexible in the pursuit of growth.