In addition to assisting remote workers, a commitment to a written culture helps quickly moving organizations by making sure that people execute on decisions made even if they were not yet hired when the decision was made.
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The alternative to this is that you pass everything through either a) oral lore or b) you build all decisions into the structure of your organization. There are substantial disadvantages to these approaches, particularly for knowledge workers.
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That seems to assume that you'll be hiring lots of people into existing projects. I assumed that while Stripe grows rapidly, much of that growth involves the creation of new teams -- not just adding people to existing teams with potentially undocumented facts?
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The most typical pattern is that the workload/complexity of the Foobar engineering team increases such that it can no longer be sustainably covered by (picking some numbers for illustrative purposes) 8 engineers, so we hire 4 engineers, leaving the Foo team at 6 and the Bar at 6.
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I’d go further and say *none* of those faces are here with is today. Some will be new faces, but most will be familiar, the future ‘us’, the future ‘you’. Future you will have long forgotten the nuances & positions expressed today, they will only have the notes to look back on.
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Do you have any best practice resources you'd recommend for this sort of note taking?
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