Ãœhe organisatsiooni inspireeriv kultuur - PayPal

Organisatsioonikultuurist ja selle mõjust organisatsioonis töötavate inimeste edasisele tegevusele ei ole piisavalt palju kirjutatud. Organisatsioonikultuuri mõjust inimeste ettevõtlikkusele on aga veelgi keerulisem midagi asjaliku leida, sest sageli on endised võtmetöötajad igale poole laiali jooksnud. Proovi siis neid veel üles leida ja intervjuusid saada.

Õnneks on Fortune’i ajakirjanikul Jeff O’Brienil kõik see õnnestunud ning tulemuseks huvitav artikkel PayPal’i “maffia” kujunemisest, ettevõtte asutajate maailmavaate laienemisest juhtimisfilosoofiasse ja kuidas see kandus edasi organisatsioonikultuuri ning kuidas julgustas lahkuvaid töötajaid uutele ettevõtmistele:

And then things got interesting. The eBay deal, remarkable only because it happened in the bleakness of 2002, wasn’t so much an exit as an explosion. Most of PayPal’s key employees left eBay, but they stayed in touch. They even have a name for themselves: the PayPal mafia. And the mafiosi have been busy.

During the past five years they’ve been furiously building things - investment firms, philanthropies, solar-power companies, an electric-car maker, a firm that aims to colonize Mars, and of course a slew of Internet companies. It’s amazing how many hot web properties can trace their ancestries to PayPal.

Besides Facebook and Slide, there’s Yelp, Digg, and YouTube. Thiel and Levchin, the don and consigliere of the mafia, figure that all told, there are dozens of enterprises worth a total of roughly $30 billion - and that value is growing rapidly, as evidenced by Thiel’s good fortune with Facebook.

Lugu on pikemapoolne, kuid huvitav ja paljuski inspireeriv - harv võimalus heita pilk juba ennast tõestanud ettevõtjate maailma.

Samas ei ole “serial entrepreneur” mingi imeloom ja ei pruugi korrata enda varasemat edu. Guy Kawasaki pani hiljuti sellega seoses kirja 7 olulist täheldust, millest toon välja kolm enda arvates olulisemat:

• Serial entrepreneurs try to prove that their first success wasn’t a fluke. Rather than starting from the basis of technology (“isn’t this cool?â€?) or customers (“there must be a better wayâ€?), the reason for existence is “I’m going to prove that I’m talented.â€? This is a bull shiitake reason for starting company compared to solving people’s problems or changing the world.
• Serial entrepreneurs don’t (or can’t) work as hard. When you have a 5,000 square foot house, a second house in Montana, a car made by a company whose name ends in “i,â€? a spouse, and kids, attitudes change. Indeed, attitudes should change or people never grow up. However, it’s one thing to work to survive and another to work for fulfillment. They can say they’re just as hungry this time, but the point is that no one had to ask if they were hungry the first time.
• Serial entrepreneurs don’t get smacked around enough. Life is good as a serial entrepreneur: they walk in, tell people that their last company was sold for a bazillion dollars, and now they’re starting another one, and it’s a privilege and honor to invest. Who’s going to poke holes in their strategy when Sequioia, Kleiner Perkins, et al are issuing term sheets and ever lesser venture capitalist is sucking up? No one. And that’s too bad because they won’t get anyone checking their sanity.

Kui artikkel ja postitus on mõlemad läbi loetud, siis edasi võiks mõelda sellele, miks on PayPal’i “maffia” liikmed vaatamata kõigele üpris edukad? Mis teeb neist erilised? Vastus ei ole õnneks eriti keeruline.