So, when hearing about Oxide's culture, these kind of objections come up a lot (namely, concerns about shadow structures). There are three important things to

So, when hearing about Oxide's culture, these kind of objections come up a lot (namely, concerns about shadow structures). There are three important things to know about Oxide: first, while we think autonomy is important, we do have a CEO -- and the CEO is (and has to be) the final single authority in the company. Now, we also don't disagree much as a company, and that leads to the second important thing to know: our hiring process[0][1] is very, very deliberate -- and we are carefully looking for people who will thrive in our environment. And that it's careful and deliberate is not unrelated to the third thing to know about Oxide: our compensation is uniform.[2] (As it turns out, people are very careful when evaluating someone who is a peer rather than a subordinate!) With respect to other environments that encourage autonomy, that last element -- that compensation is uniform -- tends to set Oxide apart: if an environment encourages both autonomy and stack-based ranking and compensation, it absolutely will create shadow structure. By removing the organizational tumor of variable compensation, Oxide removes the shadow structure that it creates. [0] https://rfd.shared.oxide.computer/rfd/0003 https://rfd.shared.oxide.computer/rfd/0003 [1] https://oxide-and-friends.transistor.fm/episodes/hiring-processes-with-gergely-orosz https://oxide-and-friends.transistor.fm/episodes/hiring-proc... [2] https://oxide.computer/blog/compensation-as-a-reflection-of-values https://oxide.computer/blog/compensation-as-a-reflection-of-...