life. “Culture is what we do and say, the way we behave, the way we treat each other, our products, our customers, our community and ourselves. In essence, it’s the personality of the company.” – Zingerman’s Delicatessen
our team. Culture defines how we come together as a team to accomplish something bigger than ourselves. It is our only long-term, sustainable competitive advantage. We do not have more resources, time, or talent than our competitors. Everything we produce can be examined, reverse-engineered, and copied. How we think and act – make decisions, find solutions, and incorporate learning – defines our success.
Mission The How Democratize Security By Making It Easy & Effective Vision The What The Most-Loved Company In Security Pillars Our Promise Easy Effective Trustworthy Values Our Principles Be Kinder Than Necessary Engineer The Business Learn Together
Days, Lean/Agile ▸ Learn Together ▸ e.g. Retrospectives, Tech Talks, Book Clubs, Training ▸ Be Kinder Than Necessary ▸ e.g. Appreciations, Feedback, Conflict Resolution
come from all parts of the company ◦ We have exercise our innovation muscles to be successful ◦ You can get a lot done in a single day with focused effort and the right team ◦ If we’re not experimenting and failing frequently, we’re not taking enough risk ◦ Have fun and create new social connections! • Great hack day projects… ◦ Take risk, make bold bets ◦ Involve cross-functional teams ◦ Are not your day job!
security leaders with BlackHat-quality talks • Hosted across Ann Arbor, Austin, and San Francisco • 40+ meetups • 3200+ members • 100+ average attendees
Race & Ethnicity: community for inclusion & racial justice Gender: equality & empowerment across the gender spectrum Faith: a community for all faiths, spiritualities & meaning Families: inclusion for caretakers Social Class: community for economic justice & inclusion Veterans: inclusion and empowerment for those who have served Global: inclusion for nationalities, languages & home countries LGBTQ+: inclusion & justice across all sexual orientations Generations: community and wisdom across generations
see ◦ Uphold success - not top-down, but all across the business • Give diamonds, not hearts ◦ Timely & specific, vs. general positive feedback • Positive feedback in public, critical feedback in private ◦ At DLT, on Slack (#thanks/duobot), thanks@ app for office display • Social trust required to give or receive feedback well ◦ Build Trust - #1 directive of Duo management (#2: Create Clarity, #3: Drive Results) • “Be Kinder Than Necessary” - go out of your way to help others succeed ◦ Not always comfortable - like pointing out spinach in someone’s teeth
leader - confidence born of 2 dimensions: ◦ Character: your integrity, motive, and intent with people ◦ Competence: your capabilities, results, and track record ◦ Listen first, demonstrate respect, keep commitments, assume positive intent • Create Clarity ◦ Alignment through transparency ◦ Give direct feedback: ♢ and ♤, not ♡ and ♧ • Drive Results ◦ Through delegation & accountability ◦ Agree on: What’s to be done, how they’ll be supported, how you’ll measure success ◦ Push decision-making down: we create and own our own commitments ◦ Have courage to fail: we win or we learn
you, about us, your professional development • Professional Development ◦ Roadmaps to Promotion (RMTP) ◦ Shadowing & Rotation • Training ◦ Internal - Duo University, Lunch and Learns, peer-led ◦ External - courses, conferences, certificates • Blameless Retrospectives ◦ Agile, QBRs • Planning ◦ Offsites, summits, MBOs
Duo Lightning Talks Global monthly all-hands (DLT) • Ask Duo Anything At DLT, plus Slack channel, anonymous feedback, ADA Hub • Board Reports Every 6 weeks • Duo Pulse Survey Bi-annual, plus working groups • Sales Dashboard Bashboard app & office displays, Slack channel • Appreciations & Karma At meetings & DLT, thanks@ app & office displays, duobot • Duo Hack Day Practice collaborative innovation, 3x year • Duo Tech Talks & LnLs Creating community and sharing knowledge • Community Support Through service, sponsorship, engagement • Coffee Roulette/Brew:30 Slack channel, bot, $5 coffee gift cards • Duo Circles Slack channels & meetings of employee resource groups • Culture Day Onboarding for every employee, led by leaders • Local Conversations Site leaders, standups, rotations, Slack channels • Cultural Production Videos, swag, stickers, company, team, releases, events
2012 21 HC Culture Deck Duo Lunch Talks & Bios Appreciations & Karma Hack Day Holiday Parties Equitable Benefits 2013 44 HC Strategic Plan / OKRs Board Reports Ask Duo Anything Sales Dashboard Open Houses Interview Training 2014 79 HC Culture Day Duo Gives Duo Pulse Survey 2015 195 HC Duo Kickoff Sales Bootcamp Summer Picnics Duo Tech Talks 2017 547 HC Coffee Roulette 2018 726 HC Culture Zine Duo Circles
leaders and team members with focus on providing support to those identified as initiative owners, and serving as a champion for initiative / program launches. Create spaces to continue the review and analysis of survey results, guide the ongoing program and initiative needs, and encourage sharing and learning on the team & individual level Engage Duo Circles A review of survey results demographic data with the appropriate Duo Circles to identify trends, identifying where overlaps and intersections occur across demographics, to guide future programming and community engagement. Manager Learning Cohorts Self identified cohort of managers to connect on identified areas of learning, crowdsource best practices and serve as an advisory for future learning & development initiatives and programming. Dept / Team Action Plans Department and team specific action groups created to analyze results and address low trending areas of focus, championed by the Department head / managers with involvement of all employees ACTION TO BE TAKEN THIS MONTH IDEAS BEING DISCUSSED THIS QUARTER
Executives, key hires • Top Investors. Strategic follow-on capital • Wisdom. CEOs, board members, advisors, relevant to stage Behavioral profile: • Accessible & responsive • Here to serve, not to judge • Highly regarded by other founders, privately
Board / CEO experience Board Member A Board Member B ◒ ◒ Board Member C ◔ ◔ Board Member D ◒ ◒ ◒ ⬤ Board Member E ⬤ ⬤ ◒ Board Member F ⬤ ⬤ ◒ Recruit 1 ⬤ ⬤ Recruit 2 ⬤ ⬤
ARR ◦ Then quarterly board meetings, and mid-quarter calls - but still a board report before each ◦ Board dinners should be awesome, and investors always pay ;-) • Agenda: ◦ Prior quarter review ◦ Next quarter plan ◦ 2-3 Strategic topics ◦ Board business ◦ Closed session
weeks ◦ 3-5 paragraphs per department, plus CEO summary • Sent to board as GDoc with comments enabled ◦ Board meeting to focus on 2-3 topics of strategic concern • Shared with entire company ◦ After every quarterly board meeting and mid-quarter call ◦ Typically ahead of all-hands meeting • Also useful in onboarding ◦ 8 per year, since 2014 ◦ Effectively comprises the Book of Duo ◦ The story of every major success/learning by our team
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