To me the most interesting thing about this blog post is that Brian doesn't actually say what defines AirBnB's culture. Perhaps he did so in some other internal

To me the most interesting thing about this blog post is that Brian doesn't actually say what defines AirBnB's culture. Perhaps he did so in some other internal document or meeting, but it doesn't make sense to say that you shouldn't fuck something up when you haven't clearly defined what that thing is. I much prefer Ben Horowitz's post on this topic: http://www.bhorowitz.com/programming_your_culture http://www.bhorowitz.com/programming_your_culture I like the fact that he makes it clear that there are many different ways to define a company culture and that, if possible, leaders should make a conscious choice to choose among them. * Move fast and break things. * Take pride in the work we do. * The customer is always right. Any of these (and many more) could be cornerstones of company culture, but they're all pretty different. If you're just defining your culture as "work hard and do a good job" then you haven't really said much. Everyone wants to do that.