2. Culture is a set of shared behaviors,
symbols, systems, practices and norms.
What is
CULTURE? beliefs, values working language,
3. Once a culture has formed, it is hard to change.
Whether you plan for it or not.
And culture spreads. It is generational,
and is passed on to new employees.
Culture
HAPPENS.
4. IF YOU DON’T MANAGE
YOUR CULTURE, YOUR
CULTURE MANAGES
YOU.
5. The best organizations understand that
culture can be the most sustainable
source of competitive advantage.COMPETITIVE ADVANTAGE.
21. PROFIT.
Develop and operate each game we make profitably.
Balance creative appetite with business needs.
Re-invest profits for the long-term success of the business.
4.
22. THE 4 Ps SERVE AS THE
SHARED LENS
THROUGH WHICH WE
VIEW THE WORLD.
25. What makes someone a great person?
What makes someone great for Rocket Games?
But what are
GREAT
PEOPLE?
26. Great people are
diverse and complex.
3
But there are
traits in particular that we look for.
27. IMPACTFUL.
An impactful person gets stuff done.
An impactful person focuses on results.
An impactful person always finds a way.
Personality trait #1:
28. Despite famously acknowledging that
he “invented nothing new,”
Henry Ford’s undeniable impact
was far-ranging. By 1918, half of all cars
in America were Model Ts. At the same time,
Ford was a pioneer of
“welfare capitalism,”
doubling worker wages and introducing
the 40-hour week, making car
ownership accessible to factory workers.
He even had time to found the
Kingsford Company, making charcoal from
factory waste wood scrap, which to this
day enjoys 80% market share
in the US!
29. A humble person speaks of the “we,” not the “I.”
A humble person admits mistakes and learns from them.
A humble person shares the credit.
HUMBLE.
Personality trait #2:
30. If I have seen further than others,
it is by standing on
the shoulders of
GIANTS.
ISAAC NEWTON
31. A curious person pursues activities that improve body & mind.
A curious person takes smart risks.
A curious person is always asking “what if?”
CURIOUS.
Personality trait #3:
32. There are
KNOWN KNOWNS.
These are things we know that we know. There are
DONALD RUMSFELD
KNOWN UNKNOWNS.
That is to say, there are things we know we don’t know. But there are also
UNKNOWN UNKNOWNS.
There are things that we don’t know we don’t know.
43. In procedural work, the best are
2X
NETFLIX CULTURE DECK
better than the average.
In creative/inventive work, the best are
10X
44. Great people need to be empowered. And
empowerment means trust.
EMPOWERED.
TRUST.
45. TRUST
goes both ways.
For great people to reach their full potential,
you need to trust them 100%.
And they need to trust that you will allow them to
do their jobs. And remove obstacles in their way.
47. Recognize
some of
THESE?
Unnecessary meetings, too many
Arbitrary manager approvals, MVPs designed
Pointless policies, forms to fill in, TPS reports.
decision-makers, email justifications.
for execs instead of customers.
48. WE PREFER TO DO
WORK RATHER THAN
TALK (OR WRITE)
ABOUT IT.
49. If you could just go ahead
and do that
BILL LUMBERGH
from now on, that’d be great,
mmmkay?
50. Do the
RIGHT
THING.
That’s our only policy.
Do what’s best for the customer.
Do what’s best for the company.
Do what’s best for your team.
53. The more you
KNOW. We believe employees make the best decisions
when they have all the available information.
We believe employees feel more empowered
when they understand why we do what we do.
54. A lack of
TRANSPARENCY
DALAI LAMA
results in
DISTRUST
and a deep sense of
INSECURITY.
55. That is why we make pretty much every bit of
information about the company available to
everyone at the company.
INFORMATION AVAILABLE
68. I go to the past for research.
I need to know what came before so I can
BREAK THE RULES.
VERA WANG
69. “BEST
PRACTICES”
aren’t always
that.
Each product is unique. Each market is unique.
Understanding why something worked somewhere else
is much more important than imitating it.
Each team is unique.
70. He who stops being better
stops being
GOOD.
OLIVER CROMWELL
71. Only through continuous improvement at the
individual level can the entire organization
stay nimble enough to navigate change.
CONTINUOUS IMPROVEMENT
77. What does
LEANreally mean?
Lean software development is an adaptation of
lean manufacturing principles, based on the
It is designed to eliminate waste
Toyota Production System.
through continuous improvement.
79. Anything that does not add customer value is waste.
Unnecessary functionality is waste. Managerial overhead is waste.
Defects and lower quality are waste.
ELIMINATE WASTE.
Lean principle 1 of 7:
80. We hold regular retrospectives to identify and
eliminate waste from our processes, in order
to continually improve the products we put in
the hands of our customers.
Lean principle 1 of 7:
ELIMINATE WASTE.
81. Minimum viable product Unnecessary functionality = waste*
*Sure, it is sweet, sweet waste. But waste nonetheless.
82. AMPLIFY LEARNING.
Development is a journey in discovery to see what works, while production is
Development is like creating a recipe while production is like making the dish.
an exercise in reducing variability.
Lean principle 2 of 7:
83. We believe that practice makes perfect and
that the best products are built when their
creators iterate and learn from what
customers love.
Lean principle 2 of 7:
AMPLIFY LEARNING.
84. We are what we repeatedly do.
EXCELLENCE,
ARISTOTLE
then, is not an act, but a
HABIT.
85. 3-Michelin star restaurant El Bulli was only open 6 months
of the year. The other 6 months were spent
by chef Ferran Adria devising, practicing and perfecting
the following season’s recipes.
86. DECIDE AS LATE AS POSSIBLE.
Lean principle 3 of 7:
The best decisions are based on fact, not speculation.
The longer you wait to commit, the more information you have.
Conversely, the earlier you commit, the less flexible you can be.
87. DECIDE AS LATE AS POSSIBLE.
Lean principle 3 of 7:
We build the capacity for change into our
systems and processes, and try to keep as
many options open as possible.
88. The Empire probably committed a little
TOO SOON
to their flawed design. Not a lot of
OPTIONS
left here.
89. DELIVER AS FAST AS POSSIBLE.
Lean principle 4 of 7:
Speed is critical for learning – the shorter the feedback loops, the more
can be learned and the better our decision-making.
Speed also assures that customers get what they need now,
not what they needed yesterday.
90. DELIVER AS FAST AS POSSIBLE.
Lean principle 4 of 7:
Our approach is informed by data (but not
driven by it), and we strive to get better and
better products in the hands of customers
quickly, regularly, and at high quality.
91. Blockbuster, failing to realize it was in the video
DISTRIBUTION business and not the video STORE
business, could not compete when
Netflix was able to deliver products to customers
FASTER, CHEAPER
and more
CONVENIENTLY.
92. EMPOWER THE TEAM.
Lean principle 5 of 7:
World-class execution lies in getting the details right.
And only those closest to the product have all the details.
We hire the best people and let them get on with their jobs.
93. EMPOWER THE TEAM.
Lean principle 5 of 7:
We use “pull” techniques to coordinate work
from within the team, rather than employing
managers to “push” orders from above.
94. The symbol of lean manufacturing, the andon cord
EMPOWERS
(or button)
all employees, especially those
closest to the product, to take ownership over
QUALITY.
95. BUILD INTEGRITY IN.
Lean principle 6 of 7:
When a customer squeals with joy and shouts, “Yes! That’s exactly what I
wanted, how did they know?” – that’s perceived integrity.
When your software scales and evolves gracefully with customers and time –
that’s conceptual integrity.
96. BUILD INTEGRITY IN.
Lean principle 6 of 7:
We try to maintain integrity, both perceived
and conceptual, by focusing on customer
needs, keeping things simple and eliminating
waste wherever we find it.
97. HOW SPOTIFY BUILDS PRODUCTS
NOT LIKE THIS
LIKE THIS
HOW SPOTIFY BUILDS PRODUCTS
Not like this
Like this!
98. SEE THE WHOLE.
Lean principle 7 of 7:
The whole is always more than the sum of its parts.
But it is only natural to highlight your own team, or push your
own agenda ahead of others.
99. SEE THE WHOLE.
Lean principle 7 of 7:
We try to optimize for the whole, think for the
long-term, and prioritize
CUSTOMER > COMPANY > TEAM > SELF.
100. Some of the ingredients might be nice
on their own
but
we’d
rather
eat
CAKE.
122. I was really losing all hope in finding
any honest, fair, not greedy devs
on here & you proved me wrong!
I would buy
things from them,
because they aren't
stingy with treating
me well.
I think I may have found
my new favorite
pastime.
Game is awesome,
great
graphics.
No glitches, its fast-paced fun and addicting
and doesn't rip you off.
Awesome sauce!Fun &
refreshingly
different.
I would recommend this game along with all other Rocket Games.
Customer Support is
fabulous.
129. We treat our games like
INVESTMENTS,
on which we
expect to make a
RETURN.
They take capital to make.
They take time to make.
They might succeed or fail.
130. And just like investing, we believe the best way
to approach game-making as a business is to
diversify our portfolio.PORTFOLIO.DIVERSIFY
132. Every portfolio benefits from
BONDS,
SUZE ORMAN
they provide a cushion when the stock market
STOCKS
hits a rough patch. But avoiding
completely could mean your investment won’t
grow any faster than inflation.
133. We want to build a
BALANCED
PORTFOLIO.
A mix of long and short, risky and safe.
The more experience we develop, the bigger
the investments we are prepared to make.
135. To become a chess grandmaster also seems to take about 10 years.
MALCOLM GLADWELL
And what’s 10 years?
Well, it’s roughly how long it takes to put in
10,000 HOURS
OF HARD PRACTICE.
10,000 hours is the magic number.
138. To do that we believe you need great people
and the right processes to make world-class
products that generate a profit.
PROCESSES
PRODUCTS PROFIT.
PEOPLE
143. WE WERE DEEPLY INSPIRED BY:
The Netflix Culture Deck (Patty McCord & Reed Hastings)
The Hubspot Culture Code Deck (Dharmesh Shah)
How Spotify Builds Products (Henrik Kniberg)
Buffer’s radical transparency
The Toyota Way
The Valve Employee Handbook
“Certain to Win” (Chet Richards)
“Lean Software Development” (Mary and Tom Poppendieck)
“The Lean Startup” (Eric Ries)