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Breaking the code to startup culture and its growing influence

Breaking the code to startup culture and its growing influence
The Siliconreview
03 Decemebr, 2019

The concept of flat hierarchy was introduced into business with the advent of startup culture in recent years. A startup workplace environment values open communication, creativity, autonomy and shared problem-solving. Unlike the corporate culture where the core values are developed and informed by way of a mission statement products and customer service, startup culture tends to thrive and reflect on the personalities and ethos of the people involved in the early days of setting up the business. This structure has been brought into play so as to quickly adapt to internal and external market pressures in order to survive and stay in the game.

Kaizen is the secret to a successful business

Employee values at the workplace are increasingly falling into the same line and resonating with those of corporate structures and large organizations to attain and maintain a certain level of professionalism. In a startup work module as the pace of the business starts to speed up coupled with advances in technology, large companies have begun to realize they can better promote productivity and company interests by taking in stride policies of startup culture. An individual’s value in the company hierarchy in addition to the skillset that he brings to the table is counted in as an investment a company makes in order to regain profits – the concept being named as kaizen.

Human and machine to work together

A balance needs to be drawn between machine intelligence and human intelligence to optimize work output in any form of business setup – be it corporate or startup. When the two are able to be combined in a meaningful matter, work productivity and efficiency will skyrocket. Take for example, review software, while the technology is inherently a system, we require real customers to populate it with data.

Building a culture at work increases the survival chances of the business and hence a successful symbiosis of machine and human intelligence is an inevitable need. To look at it in this way - a business module has two great requisites. To keep the machine running and to have adequate and specialized human help with a dedicated skill set to keep the machines running. Any business model be it corporate (large scale) or startup that breaks the code to achieving this has stamped its sustenance in the market. Now, in order to maximize machine output, which actually depends on human interference, it is important to set a code of culture considering the complex nature of humans and the diversity in beliefs and behaviour. This comes within the scope of sociology and psychology and not scientific as opposed to popular belief. Culture is the type II intelligence a human being is pro-created with and a code to direct their behaviour in groups and alone when working toward a common shared goal comes a long way in achieving market status and business policies. Work culture does not entail employees shadowing a written code but what it does entail is a set of unwritten rules that will determine the actions and decisions of an employee at work.