How Software can be Thought of as a Force for Good
summary
Describes a self-managed teal company that runs Scrum since 2002, opens salaries in a shared sheet so teams manage P&L, and hires one farmer per 20 employees with 23 beehives and weekly veg boxes. Uses retrospectives, empathy walks, failure-party micro-retros, pair hiring/programming, Officevibe for weekly happiness surveys, and a legal “interdependence” clause with clients to nudge eco actions. Achieves B Lab certification with a B Corp 122.8 score and reports concrete cultural fixes from transparency.
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chapters (10)
- 0:00Intro
- 7:25What has happened
- 8:15Working with customers
- 11:05The role of the CEO
- 13:50The role of the shareholders
- 16:47The role of the servants
- 17:41Fixed and evolutionary purpose
- 23:12Open to a new culture
- 34:31Interdependence
- 40:51Practices
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